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27 September 2013 Version 0.01 Brett Tarr (ZA) Tel: 031 204 8400 Mobile: 00814591571 Email: [email protected]
BCP/DRP
Emnambithi Ladysmith Municipality
Business Impact Assessment
Business Impact Assessment
ELM BCP/DRP Business Impact Assessment
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Dimension Data Contact Details
We welcome any enquiries regarding this document, its content, structure or scope. Please contact:
Brett Tarr (ZA) - IT Consultant, Mobile Phone: 00814591571
Dimension Data (Pty) Ltd No 3 The Boulevard, Westway Office Park, Spine Road Westville, Durban ℡ 031 204 8400 � [email protected]
Please quote reference in any correspondence or order.
Confidentiality
This document contains confidential and proprietary information of Dimension Data (Pty) Ltd (“Dimension Data”). Emnambithi Ladysmith Municipality (“ELM”) may not disclose the confidential information contained herein to any third party without the written consent of Dimension Data, save that ELM may disclose the contents of this document to those of its agents, principals, representatives, consultants or employees who need to know its contents for the purpose of ELM’s evaluation of the document. ELM agrees to inform such persons of the confidential nature of this document and to obtain their agreement to preserve its confidentiality to the same extent as ELM. As a condition of receiving this document, ELM agrees to treat the confidential information contained herein with at least the same level of care as it takes with respect to its own confidential information, but in no event with less than reasonable care. This confidentiality statement shall be binding on the parties for a period of five (5) years from the issue date stated on the front cover unless superseded by confidentiality provisions detailed in a subsequent agreement.
Terms and Conditions
This document is valid until 11 October 2013 and is subject to Dimension Data’s standard terms and conditions which are available on request. Dimension Data reserves the right to vary the terms of this document in response to changes to the specifications or information made available by ELM. Submission of this document by Dimension Data in no way conveys any right, title, interest or license in any intellectual property rights (including but not limited to patents, copyrights, trade secrets or trademarks) contained herein. All rights are reserved.
Dimension Data does not assume liability for any errors or omissions in the content of this document or any referenced or associated third party document, including, but not limited to, typographical errors, inaccuracies or out-dated information. This document and all information within it are provided on an "as is" basis without any warranties of any kind, express or implied. Any communication required or permitted in terms of this document shall be valid and effective only if submitted in writing.
All contracts with Dimension Data will be governed by South African Law and be subject to the exclusive jurisdiction of the South African courts.
ELM BCP/DRP Business Impact Assessment
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Document Configuration Management
Document Identification
File Name ELM_BCPDRPBusinessImpactAssessment_V0-04.docx
Version Version 0.01
Sensitivity Classification Company Confidential - Client / Vendor Information
Table 1 : Document Identification
Preparation
Action Name Role / Function Date
Prepared by: Brett Tarr IT Consultant 2013-Sept-16
Reviewed/Approved by: Glenn Miller IT Consulting Account
Manager
2013-Sept-30
Table 2 : Document Preparation
Release
Date Released Change Notice Remarks
0.01 2013-Sept- 27 Draft version for review 1st Draft
0.02 2013- Sept -30 Reviewed version for client review 2nd
Draft
0.03 2013-Oct-02 First client review Client review
0.04 2013-Oct-03 Amendments after client review Amendments
Table 3 : Document Release Summary
Contribution (C) and Distribution (D) List
Name C/D Organisation Title
Glenn Miller C & D Dimension Data IT Consult ing Account Manager
Dean Miles Fourie C Emnambithi Ladysmith
Municipality
IT Technician
Table 4 : Document Distribution
Approvals
Name Title Date Version Organisation
Madoda Phumula
Khathide
Municipal
Manager
ELM
Table 5 : Document Approval Summary
ELM BCP/DRP Business Impact Assessment
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Contents
1. Document overview .................................................................................. 7
1.1. Purpose ................................................................................................... 7
1.2. Scope ...................................................................................................... 7
1.3. Associated documents .............................................................................. 8
2. Business organisation ............................................................................... 9
2.1. Organogram ............................................................................................. 9
2.2. High level functions .................................................................................10
2.3. Business applications ..............................................................................14
3. Buildings ................................................................................................16
4. Assessment framework ............................................................................20
4.1. Business disruption categories .................................................................20
4.2. Risk rating scale .....................................................................................21
5. Risk assessment .....................................................................................22
5.1. Loss of data services ...............................................................................22
5.2. Loss of voice services .............................................................................23
5.3. Loss of key dependencies ........................................................................24
5.4. Loss of key staff ......................................................................................25
5.5. Loss of vital non-electronic records ..........................................................26
5.6. Loss of precinct .......................................................................................27
5.7. Loss of building .......................................................................................28
5.8. Denial of access to building .....................................................................29
5.9. Risk summary .........................................................................................30
6. Availabili ty and recovery requirements ......................................................31
6.1. Critical business functions .......................................................................31
6.2. IT recovery requirements .........................................................................43
7. Continuity resource analysis ....................................................................49
7.1. Total employees required .........................................................................49
7.2. Resources per business function ..............................................................50
7.3. Applications required per Department .......................................................64
8. Business continuity strategy .....................................................................70
8.1. Building ..................................................................................................70
ELM BCP/DRP Business Impact Assessment
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8.2. Technology .............................................................................................71
8.3. Employees ..............................................................................................72
Appendix A Business Impact Assessment Acceptance Sheet ...............................73
List of Figures
Figure 1: ELM organogram .................................................................................... 9
Figure 2: IT recovery requirements ........................................................................44
List of Tables
Table 1 : Document Identification ........................................................................... 3
Table 2 : Document Preparation ............................................................................. 3
Table 3 : Document Release Summary ................................................................... 3
Table 4 : Document Distribution ............................................................................. 3
Table 5 : Document Approval Summary .................................................................. 3
Table 6: Associated documents .............................................................................. 8
Table 7: High level functions and location ..............................................................13
Table 8: Business applications ..............................................................................15
Table 9: General building features and observations...............................................19
Table 10: Business disruption categories ...............................................................20
Table 11: Risk ratings ..........................................................................................21
Table 12: Loss of data services .............................................................................23
Table 13: Loss of voice services ...........................................................................23
Table 14: Loss of key dependencies ......................................................................24
Table 15: Loss of key staff ....................................................................................25
Table 16: Loss of vital non-electronic records ........................................................26
Table 17: Loss of precinct.....................................................................................27
Table 18: Loss of building .....................................................................................28
Table 19: Denial of access to building ...................................................................29
Table 20: Business disruption risk summary ...........................................................30
Table 21: Critical business functions .....................................................................43
Table 22: IT recovery requirements .......................................................................48
Table 23: Total employees requirements................................................................49
Table 24: Employees requirements per key business function .................................63
ELM BCP/DRP Business Impact Assessment
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Table 25: Application requirements for Corporate Services .....................................64
Table 26: Core application requirements for Office of the Municipal Manager ...........65
Table 27: Core application requirements for the Finance Department .......................66
Table 28: Core application requirements for the Development, Planning and
Housing Department ............................................................................67
Table 29: Core application requirements for the Development, Planning and
Housing Department ............................................................................68
Table 30: Core application requirements for the Community Services
Department .........................................................................................69
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1. Document overview
1.1. Purpose
This document contains the business impact assessment (BIA) for the Emnambithi
Ladysmith Municipality (ELM). The purpose of this document is to:
1. Describe the business organisation, functions and applications.
2. Evaluate the building features and observations.
3. Describe the business disruption categories and risk rating scale used.
4. Assess the potential risks within each business disruption category.
5. Specify the availability and recovery requirements for critical business
functions and IT systems.
6. Analyse resource continuity requirements.
7. Propose a business continuity strategy.
Key municipal employees were interviewed to provide input into the BIA.
The BIA applies to the Business Continuity Plan (BCP) as well as the Disaster
Recovery Plan (DRP).
1.2. Scope
This document covers the activities of ELM employees who are housed in the Lister
Clarence building, as well as other Municipal buildings within the Ladysmith town
centre. Key employees from the Municipality were included in the development of
the BCP and DRP.
The following is not included in the scope of this document:
• Employees located outside of the Ladysmith based offices
• External stakeholders
• Physical assessment of any other buildings beside the Lister Clarence
Building
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1.3. Associated documents
Table 6 summarises the documents associated with the ELM BCP/DRP BIA
deliverable.
Name Document Prepared by
ELM_BCPDRP_InfrastructureAssessment_V1.00.docx Infrast ructure Assessment Brett Tar r
ELM_BCPDRPPlan_V1.00.docx Business Cont inuity and
Disaster Recovery Plan
Brett Tar r
ELM_BCPDRPTestPlan_V1.00.docx Business Cont inuity and
Disaster Recovery Test Plan
Brett Tar r
Table 6: Associated documents
ELM BCP/DRP Business Impact Assessment
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2. Business organisation
2.1. Organogram
Figure 1 depicts the high level ELM organisation structure interviewed for the
BCP/DRP.
Figure 1: ELM organogram
Business interviews were conducted with representatives from each business unit
within ELM to ensure that a complete view of the recovery requirements was
obtained for the BCP/DRP plan. The following information was obtained through the
business interviews:
• Key business functions
• How often the functions are performed
• What applications (if any) are used to perform the functions
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• How critical is the function to the Municipality (risk matrix)
• Recovery requirements for the functions
• Key resources requirements
• Electronic and non-electronic dependencies
2.2. High level functions
Table 7 summarises the high level functions for business units within ELM.
Department Division Functions
Corporate Services Legal • Ensure compliance w ith legislat ion
• Provide legal opinions and advice
• Support to council and staff
• Attend to lit igation
• Attend to disciplinary hearings
• By- law enforcement
• Monit oring and comment ing on changes in legislat ion
• Contract management
Administration • Compilat ion and management of agendas, minut es,
items and correspondence
• Compile and maintain resolution register
• Funeral assistance
• Manage of fice cleaners
• Manage switchboard
Records
management
• Manage registry
• Manage filing
• Manage file storage
Valuations • Manage and maint ain general valuat ion roll
• Manage and maint ain supplementary valuat ion rolls
• Manage and maint ain immovable asset regist er
• Manage ad hoc valuations
Human
resources
• Manage recruitment and selection
• Manage labour relat ions
• HR administration
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Department Division Functions
• Manage employee assistance program (EAP)
• Records management
• Manage training
Information
Technology
• Ensure al l servers are operat ional
• Ensure al l Municipal systems are functioning correct ly
• Ensure connect ivit y is funct ioning opt imally
• Support of all Munic ipality users and counc il lors
• Ensure security of Municipal systems and informat ion
• Ensure ef fective backups of data and crit ical systems
• Investigate new technologies and best practices
• Manage and develop IT polic ies
• Management of IT assets and infrastructure
Office of the
Municipal Manager
Performance
Management
• Attend management meet ings
• Manage financial loss
• Ensure safety and standards
• Ensure compliance t o procedures
• Manage performance
• Monit oring and evaluat ion
• Serve on committees for Municipal Manager
Public
Participation
• Deal with ward committees
• Deal with communit ies
• Manage mobilisat ion for events
• Communicate with communities
Communications • Liaise with media
• Communicate with communities
• Administ ration of Municipal website
• Manage publicat ions for the Municipality
Sakum e Sakhe • Community profiling
• Manage HIV/Aids programs
• Manage gender, disabil ity and senior citizen program
Youth
development
• Promote youth development
• Creat e job opportunities
• Improve living conditions
Finance Revenue • Manage cashiering
• Manage monthly bil ling
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Department Division Functions
• Manage customer care
Credit control • Manage disconnections
• Manage indigent consumers
• Manage legal process
Expenditure • Manage payments
Pay office • Manage the pay of fice
Supply chain • Procure goods and services
• Manage the bid office
Internal control • Manage internal control
AFS • Prepare annual financial statements
Budget office • Manage and oversee the budget office
Development ,
Planning and
Housing
Housing • Meet ings with Executive Management
• Implement action plans
• Communicate with stakeholders
• Submit applicat ions
• Compile business plans
• Manage housing section
• Disposal of land
Town planning • Compile I DP and SDF
• Publ ic participation
• Development of plans
• Mapping and planning
• Maint enance of GIS
• Statutory applicat ions
• Provide support to other Departments
• Deal with general public
• Compile SDBIP
• Meet ings with Executive Management
• Implement action plans
Local Economic
Development
• Market ing and branding of Municipal ity to prospective
investors and tourists
• Visit businesses to keep them in Ladysmith and to
expand services
• Development of cooperat ives and SMME’s
• Enterprise development
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Department Division Functions
• Agricultural development
Tourism and
Museum
• Maint ain and preserve historical items
• Maint ain and preserve historical archives
• Host events to promote historical culture of Ladysmith
Infrastructure and
Services
Electr ical • Ensure safe operat ion of the entire elect rical network
• Resel ling of elect ricity to consumers
• Ensure safe continuous supply of electr ic ity to
consumers
• Creat ion of new electrical infrast ructure
Civil • Creat e new civi l infrastructure
• Maint ain existing infrastructure
• Building control
• Flood management
Community
Services
Public Safety • Traffic management
• Fire management
• Registration and licensing of motor vehicles and drivers
• Disaster management
• Fleet management
• Manage security
• Manage land control
Environmental
Hygiene
• Refuse col lection
• Cleaning of town and surroundings
• Nuisance inspections
• Clean-up of dead animals and carcasses
Parks and
Recreat ion
• Develop, provide and maint ain recreat ional fac ilit ies
• Develop, provide and maint ain cemeteries
• Manage and maint ain public spaces
• Provision and maintenance of community halls and
service centres
• Provide and maintain library fac ilit ies
• Manage the pounds
Table 7: High level functions and location
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2.3. Business applications
Table 8 summarises the critical business applications in use within ELM.
Business application Application description Used by
Lexis Nexis Legal library software • Corporate Services -
Legal
Emai l Electronic messaging system All
MS Office Office productivity suite All
Ristar Switchboard managem ent syst em Corporate Services -
Administration
SAMRAS Municipal financ ial management
system
• Corporate Services –
Administrat ion
• Corporate Services –
Valuat ions
• Corporate Services –
Human Resources
• Finance – Al l
• Infrast ructure and
Services – Electrical
• Community Services –
Publ ic Safety
Personnel director Training software • Corporate Services –
Human Resources
Metrofi le datastore Document tracking system used to
t rack document locat ions
• Corporate Services –
Records Management
• Corporate Services –
Human Resources
Metval Pro Land and property valuation • Corporate Services -
Valuat ions
Ruckus Zone Director Wireless network management
software
• Corporate Services –
Informat ion Technology
Shorewall Firewall Linux Firewall • Corporate Services –
Informat ion Technology
Spamassassin Linux anti -spam software • Corporate Services –
Informat ion Technology
Internet Internet access All
Youth database Database for youth development • Office of the Municipal
Manager – Youth
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Business application Application description Used by
Development
Contour Vending System Prepaid vending system for electr icity • Finance – Revenue
• Infrast ructure and
Services - Electr ical
geoReal ity Credit control system • Finance – Credit Control
Grapevine Bulk SMS messaging system • Finance – Credit Control
ITC Credit checking system • Finance – Credit Control
GIS Geographical Information System • Development, Planning
and Housing – Town
Planning
MS Publisher Publ ications edit ing software • Development, Planning
and Housing – Local
Economic Development
Traffman Traffic management and
contravention system
• Community Services –
Publ ic Safety
eNatis Vehicle licensing and managem ent
system
• Community Services –
Publ ic Safety
Hazdat a syst em Hazardous materials systems • Community Services –
Publ ic Safety
Netstar Vehicle t racking system • Community Services –
Publ ic Safety
KAMIS Vehicle costing and workshop
expenditure system
• Community Services –
Publ ic Safety
Security systems Secur ity management and monitoring
systems
• Community Services –
Publ ic Safety
Table 8: Business applications
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3. Buildings
Table 9 describes the features and observations for the aspects of the Lister
Clarence Building.
Aspect Features Observations
Structure • Concrete and brick is used for the
main structure of the building
• The interior design and
construction of brick walls in the
new extension are still in planning
process.
• ELM will need to update the
BCP/DRP when the new section
is completed
• ELM must also ensure that fire
rated dry walls and false
ceilings are installed in the new
sect ion
Location • Lister Clarence Building is located
in the Ladysmith town centre
• The current locat ion is currently
being renovated
• ELM will need to update the
BCP/DRP once the renovations
are completed to ensure all
changes are documented and
identified
Proximity of
sensitive areas
• The town hall is located next door
to the Lister Clarence Building
• The town hall serves as the office
for the Mayor and Municipal
Manager
• The proximity to the town hall
could pose a risk as the building
housing the Mayor and
Municipal could be seen as a
polit ical target
Access
(entry/exit)
• Access to the Lister Clarence
Building is provided through one
entrance in the front of the building
• There is an emergency exit located
at the back of the building with a
separate staircase
• The emergency exit at the back
of the building is obstructed with
old items of furniture and is
used as a storage area
• A kitchen has been established
on the landing for the
emergency exit area
Other building
occupants
There are no other building occupants ELM can implement the
recommendations from the BCP/DRP
without needing to consult with any
other tenants in the building, making
implementation easier
Existing building
BCP
ELM have an exist ing BCP/DRP,
however the recovery requirements are
not based on Municipal expectations
ELM are in the process of
redeveloping a comprehensive
BCP/DRP using information gathered
during the interviews to identify the
recovery requirements
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Aspect Features Observations
Parking • The parking area for staff is located
in a closed parking area at the back
of the building
• Staff are required to walk round to
the front entrance to gain entry to
the building
There is no available parking near
the building for emergency vehicles.
This could impact on the response
t imes of the emergency services
Floors occupied ELM occupies all three floors in the
building
No observat ions
Security • Security is present at the entrance
to the building as well as in the
parking area
• A visitors register and equipment
register should be signed before
entering the building
• Security do not always insist on
fill ing in the register before
entering the building
• Security do not attempt to verify
the identity of the person
entering the building, even when
obviously incorrect names are
captured
Telephones ELM has a total of 200 phone lines
installed within the building
No observat ions
Smoke detectors • Smoke detectors are only installed
in the IT server room
• An SMS is sent to IT
representatives in the event of the
detector triggering
• There are no smoke detectors
installed anywhere else in the
building, not even in rooms
containing important
documentation and archives
• Smoke detectors need to be
installed and linked to an
automated fire suppression
system
Fire hoses/
extinguishers
• Fire extinguishers are installed
throughout the building at strategic
locat ions
• Fire hoses are also installed
throughout the building
• Fire extinguishers and hoses
have not been serviced in over
two years according to the date
stamp on the equipment
• Many of the fire hose taps are
very difficult to turn and requires
a fair amount of force to open
the tap
• Automated fire suppression
systems need to be
implemented in key filing areas
as well as the historical archive
areas
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Aspect Features Observations
Reticulation &
electrical
equipment
• All elect rical distribut ion boards
(DB) are inside closed cupboards
• All circuits are marked clearly
• Some of the distribution boards
do not have covers over the
circuit board
• Within the DB cupboards
several cables are hanging
loose and unprotected. It is not
known whether the cables are
live
• The general state of the
electrical ret iculation in the
building is untidy
• The elect rical cabling needs to
be checked and rectif ied where
necessary
Offices There are approximately 80 offices
throughout the building
Most of the offices are unt idy and
have paper and files lying on desks
Boardrooms There are current ly two boardrooms in
the building which are used on a daily
basis for meetings
A boardroom will need to be
established at the recovery site to
allow for private meetings to be held
Physical
document storage
• Physical documents are stored in
several areas within ELM including
the records management section,
the finance section and several
other areas within Lister Clarence
building
• Historical archives and artefacts
are stored at the Ladysmith
Museum
• Files and records are kept in files
on shelves or in filing cabinets
• Electronic archiving of some
documents is taking place
• Large amounts of papers and
files were observed lying on
desks within ELM building
• No fire protection was observed
in the main filing areas, not
even smoke detectors
• The majority of the filing
cabinets are not fire proof
• The way physical documentation
is stored poses a huge risk for
ELM as there would be a total
loss of vital records if a disaster
struck the Municipality
• Physical documentat ion needs
to be archived urgently to
ensure that vital records are not
lost
Documented
business
processes
ELM has no documented business
processes
An effort needs to be made to
document the business processes
within ELM
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Aspect Features Observations
Evacuation
procedures
• Employees are unaware of the
evacuation procedure within the
building
• Emergency drills are not conducted
on a regular basis
• ELM need to implement an
awareness campaigns to ensure
all employees are aware of
emergency procedures
• Emergency drills must be
conducted to ensure that
evacuation of the building can
be tested effect ively and to
ensure that employees know the
correct procedures
Assembly area • Employees do not know where the
assembly area is in the event of an
emergency
• Employees need to be shown
where the evacuation assembly
areas are and ELM need to
ensure they gather at the
assembly areas during the
evacuation drills
Critical assets • Records management filing area
• Finance filing area
• Stores area
• Ladysmith Museum historical
archives and sites
• ELM need to ensure that fire
suppression systems are
implemented at all crit ical sites
to safeguard records
• The historical archives are
currently a huge risk to ELM as
it is impossible to replicate
these items and they need to be
properly protected
Table 9: General building features and observations
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4. Assessment framework
4.1. Business disruption categories
There are an almost indefinite number of potential threats, with varying levels of
likelihood that could result in a severe disruption to normal business operations.
Table 10 summarises the threats into eight business disruption categories, and
provides example scenarios for each, along with an indication of which plan it is
applicable to.
Disruption category Example scenarios Appl ies to
Loss of data services Server fai lure, database corrupt ion • BCP/DRP
Loss of voice services IPT failure, loss of t elephone lines
Loss of key dependencies Power failure, water failure
Loss of key staff Resignat ion, illness
Loss of vital non-electronic records Fire, damage to files, historical archives
Loss of precinct Natural disast er, terrorism • BCP
Loss of building Fire, st ructural fai lure
Denial of access to building Labour unrest , local ised disast er
Table 10: Business disruption categories
Detailed risk assessments of the business disruption categories listed in Table 10
have been conducted in Section 5.
ELM BCP/DRP Business Impact Assessment
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4.2. Risk rating scale
Risks are classified according to likelihood and consequences to determine a risk
rating. Table 11 summarises the risk rating scale used to assess the business
disruption categories highlighted in Section 5.
Likelihood Consequences
Insignificant Minor Moderate Major Catastrophic
Minor problem
easi ly handled
by normal day
to day
processes
Some
disruption
possible
Significant
t ime/resources
required
Operat ions
severely
damaged
Business
survival is at
r isk
Almost certain (e.g.
>90% chance)
Medium Medium High High High
Likely (e.g. between
50% and 90%
chance)
Low Medium Medium High High
Possible (e.g.
between 10% and
50% chance)
Low Low Medium High High
Unl ikely (e.g.
between 3% and
10% chance)
Low Low Low Medium High
Rare (e.g. <3%
chance)
Low Low Low Medium Medium
Table 11: Risk ratings
ELM BCP/DRP Business Impact Assessment
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5. Risk assessment
5.1. Loss of data services
Table 12 summarises the risk assessment for loss of data services.
Potential causes Potent ial consequences
• Data/systems failure
• Inadequate resources (human and/or technological)
• Inadequate internal control systems
• Inadequate backup and archiving processes
• Security breaches (theft, vandalism, etc.)
• Virus/hacker /denial of service
• Power failure
• Air-conditioning fai lure
• Fire, flooding or structural failure
• Loss of assets
• Loss of revenue
• Inability to provide services
• Client dissatisfaction
• Employee dissatisfact ion
• Creat ion of liabilit ies
• Reputation risk
• Legal penalties
• Drain on resources
• Additional on-going costs
Control environment overview
Existing control measures Recommended additional control measures
• Restricted access to computer rooms
• Access control into building, office and server
rooms
• IT system backups
• Offsite backups of some systems
• Redundant components and systems
• Uninterrupted power supplies (UPS), air-
conditioners, smoke detectors
• Ant ivirus, int rusion detection and firewalls are
implemented
• Physical security controls in buildings need
attention to ensure that unauthorised access is
prevented
• Access must be properly logged
• Service level agreements need to be reviewed and
implemented for all crit ical areas
• Regular tests of data recovery processes
• Automated fire suppression systems need to be
implemented
• Environmental monitoring needs to be implemented
• Offsite storage and data replication for all systems
• Configurat ion and change management
• Generators must be installed for all sites
• Graceful shutdown must be implemented on crit ical
systems to prevent corrupt ion due to incorrect
shutdown procedures
Inherent risk classification:
Likelihood – Likely
Criticality – Catastrophic
Residual risk classif ication:
Likelihood – Unlikely
Criticality – Minor
ELM BCP/DRP Business Impact Assessment
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Inherent risk rating - High Residual risk rating - Low
Responsibility - IT
Table 12: Loss of data services
5.2. Loss of voice services
Table 13 summarises the risk assessment for loss of voice services.
Potential causes: Potential consequences:
• Inadequate resources (human and/or technological)
• Inadequate internal control systems
• Loss of server room
• PABX failure
• Carrier failure
• Power failure
• Cable theft
• Difficulty in providing services
• Client dissat isfaction
• Employee dissat isfaction
• Reputation risk
• Drain on resources
• Additional on-going costs
Control environment overview
Existing control measures: Recommended addit ional control measures:
• Limited access to PABX room
• Telephone Management Systems with buffers
• Service contract in place for all telephony
equipment
• Bat tery backups
• Air-conditioning in server room
• Install generators to power equipment and servers
• Implement redundant telecommunication path
• Environmental monitoring for server room
Inherent risk classification:
Likelihood – Likely
Criticality – Maj or
Residual risk classif ication:
Likelihood – Unlikely
Criticality – Minor
Inherent risk rating - High Residual risk rating - Low
Responsibility: Corporate Services - Administration
Table 13: Loss of voice services
ELM BCP/DRP Business Impact Assessment
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5.3. Loss of key dependencies
Table 14 summarises the risk assessment for loss of key dependencies.
Potential causes Potential consequences
• Inadequate supplier resources (human and/or
technological)
• Inadequate internal control systems (supplier)
• Data/systems failure
• Breaches of security (supplier)
• Virus/hacker/denial of service
• Power failure
• Air-conditioning fai lure
• Fire
• Flooding
• St ructural failure
• Loss of assets
• Inability to provide services
• Client dissat isfaction
• Manual control of lights, water, generators and
cooling
• No monitoring of lights, water, generators and
cooling
• Act ion by regulators
• Employer dissatisfaction
• Creat ion of liabilit ies
• Reputation risk
• Legal penalties
• Drain on resources
• Additional on-going costs
Control environment overview
Existing control measures Recommended addit ional control measures
• UPS bat tery backup
• Smoke detection and fire suppression systems are
serviced regularly according to a service schedule
• Ant ivirus, int rusion detection and firewalls are
implemented
• Restricted access to computer rooms
• Smoke detectors
• Combined business continuity planning and testing
with key suppliers
• Generators need to be installed for all hosting
facilit ies to ensure continuous supply of power
• Operating procedures and check-lists to reduce
reliance on individuals and suppliers
• Service level agreements need to be reviewed and
implemented
• Environmental monitoring systems need to be
implemented
• Automated fire suppression system needs to be
implemented
• Physical security controls need to be improved
Inherent risk classification:
Likelihood – Possible
Consequences – Catastrophic
Residual risk classif ication:
Likelihood – Unlikely
Consequences – Minor
Inherent risk rating - High Residual risk rating - Low
Responsibility - IT
Table 14: Loss of key dependencies
ELM BCP/DRP Business Impact Assessment
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5.4. Loss of key staff
Table 15 summarises the risk assessment for loss of key staff.
Potential causes Potential consequences
• Breaches of physical security
• Biological threat (e.g. Avian influenza)
• Injury or illness
• Resignation
• Loss of knowledge
• Reduced productivity
• Drain on resources
• Additional on-going costs
Control environment overview
Existing control measures Recommended addit ional control measures
• Detailed job descript ions and performance
agreements
• Good knowledge transfer between staff is
happening
• Security at main entrance and office ent rances
• Succession planning for key staff
• Improve turnaround time to acquire resources
• Standard operating procedures to reduce reliance
on individuals and suppliers
• Hiring of additional staff
• Outsourcing of some functions
• Documentation of all business processes
• Employee incent ive schemes
• Additional staff training
• Standing agreement with recruitment agencies
• Security need to verify the ident ity of visitors
Risk classification:
Likelihood – Possible
Consequences – Major
Risk classification:
Likelihood – Possible
Consequences – Insignificant
Risk rating - High Risk rating - Low
Responsibility –HRM
Table 15: Loss of key staff
ELM BCP/DRP Business Impact Assessment
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5.5. Loss of vital non-electronic records
Table 16 summarises the risk assessment for loss of vital non-electronic records.
Potential causes Potential consequences
• Natural disaster
• Fire
• Flood damage
• War or civil disturbance
• Terrorism
• Severe weather
• St ructural failure
• Theft
• Employee negligence
• Loss of assets
• Inability to provide services
• Client dissat isfaction
• Act ion by regulators
• Employee dissat isfaction
• Creat ion of liabilit ies
• Reputation risk
• Legal penalties
• Drain on resources
• Additional on-going costs
Control environment overview
Existing control measures Recommended addit ional control measures
• Fire suppression. (E.g. hose reels, fire
extinguishers & blankets)
• Offices are well maintained
• Security at main building entrance and office
entrance
• File tracking system
• Filing room
• Fire marshals need to be identified and trained
• Fire resistant safe and filing areas need to be
established
• Fire and smoke detection systems need to be
implemented in all crit ical areas
• Automated fire suppression needs to be installed in
crit ical areas
• Verification of visitor identities
• Electronic archiving system
• Non elect ronic copies to be made and kept offsite
• Offsite storage and backups for elect ronic archives
• Alternative business site to be established
Inherent risk classification:
Likelihood – Likely
Consequences – Catastrophic
Residual risk classif ication:
Likelihood – Unlikely
Consequences – Minor
Inherent risk rating - High Residual risk rating - Low
Responsibility – All business units
Table 16: Loss of vital non-electronic records
ELM BCP/DRP Business Impact Assessment
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5.6. Loss of precinct
Table 17 summarises the risk assessment for loss of precinct.
Potential causes Potential consequences
• Natural disasters
• Severe weather
• Fire
• Flood
• Biological threat (e.g. Avian Influenza)
• War or civil disturbance
• Terrorism
• Loss of assets
• Inability to provide services
• Client dissat isfaction
• Act ion by regulators
• Employee dissat isfaction
• Creat ion of liabilit ies
• Reputation risk
• Legal penalties
• Drain on resources
• Additional on-going costs
Control environment overview
Existing control measures Recommended addit ional control measures
• Fire and smoke detection systems
• Fire suppression. (E.g. hose reels, fire
extinguishers & blankets)
• Remote connectivity to be made available to key
staff
• Fire marshals need to be identified and trained
• Fire resistant safe and filing areas need to be
established
• Offsite storage and backups for elect ronic data
• Detailed IT and system recovery procedures
• Replication of virtual servers to alternative sites
• Alternative business site to be established
Inherent risk classification:
Likelihood – Unlikely
Consequences – Catastrophic
Residual risk classif ication:
Likelihood – Unlikely
Consequences – Minor
Inherent risk rating - High Residual risk rating - Low
Responsibility – IT and Public Safety
Table 17: Loss of precinct
ELM BCP/DRP Business Impact Assessment
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5.7. Loss of building
Table 18 summarises the risk assessment for loss of building.
Potential causes Potential consequences
• Natural disaster
• Fire
• Flood
• War or civil disturbance
• Terrorism
• Severe weather
• St ructural failure
• Loss of assets
• Inability to provide services
• Client dissat isfaction
• Act ion by regulators
• Employee dissat isfaction
• Creat ion of liabilit ies
• Reputation risk
• Legal penalties
• Drain on resources
• Additional on-going costs
Control environment overview
Existing control measures Recommended addit ional control measures
• Fire suppression. (E.g. hose reels, fire
extinguishers & blankets)
• Offices are well maintained
• Security at main building entrance and office
entrance
• Offsite storage for some systems
• Remote connectivity to be made available to key
staff
• Fire and smoke detection systems need to be
implemented in all areas
• Fire marshals need to be identified and trained
• Fire resistant safe and filing areas need to be
established
• Verification of visitor identities
• Offsite storage and backups for all elect ronic data
• Detailed IT and system recovery procedures
• Replication of virtual servers to alternative sites
• Alternative business site to be established
Inherent risk classification:
Likelihood – Unlikely
Consequences – Catastrophic
Residual risk classif ication:
Likelihood – Unlikely
Consequences – Minor
Inherent risk rating - High Residual risk rating - Low
Responsibility – IT and Public Safety
Table 18: Loss of building
ELM BCP/DRP Business Impact Assessment
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5.8. Denial of access to building
Table 19 summarises the risk assessment for denial of access to building.
Potential causes Potential consequences
• Natural disaster
• Fire
• Flood
• Biological threat (e.g. Avian Influenza, Anthrax
hoax)
• Chemical spill
• War or Civil disturbance
• Terrorism
• Severe weather
• St ructural failure
• Industrial dispute
• Loss of assets
• Inability to provide services
• Client dissat isfaction
• Act ion by regulators
• Employee dissat isfaction
• Reputation risk
• Legal penalties
• Drain on resources
• Additional on-going costs
Control environment overview
Existing control measures Recommended addit ional control measures
• Fire and smoke detection systems
• Fire suppression. (E.g. hose reels, fire
extinguishers & blankets)
• Offices are well maintained
• Security at main building entrance and office
entrance
• Offsite storage of some data
• Remote connectivity to be made available to key
staff
• Fire marshals need to be identified and trained
• Fire resistant safe and filing areas need to be
established
• Verification of visitor identities
• Offsite storage and backups for all elect ronic data
• Detailed IT and system recovery procedures
• Replication of virtual servers to alternative sites
• Alternative business site to be established
Inherent risk classification:
Likelihood – Possible
Consequences – Moderate
Residual risk classif ication:
Likelihood – Possible
Consequences – Insignificant
Inherent risk rating - Medium Residual risk rating - Low
Responsibility – IT and Public Safety
Table 19: Denial of access to building
ELM BCP/DRP Business Impact Assessment
Company Confidential - Client / Vendor Information © Dimension Data (Pty) Ltd
Page 30 of 73
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5.9. Risk summary
Table 20 summarises the risk assessment for the business disruptions categories which could potentially impact ELM.
Risk category Responsibi lity Inherent risk classification Residual risk classification
Likelihood Criticality Risk Likelihood Criticality Risk
Loss of data services IT Likely Catast rophic High Unl ikely Minor Low
Loss of voice services Corporate
Services -
Administration
Likely Major High Unl ikely Minor Low
Loss of key dependencies IT Possible Catast rophic High Unl ikely Minor Low
Loss of key st aff HRM Possible Major High Possible Insignif icant Low
Loss of vital non-electronic records All Likely Catast rophic High Unl ikely Minor Low
Loss of precinct IT/Publ ic Safety Unl ikely Catast rophic High Unl ikely Minor Low
Loss of bui lding IT/Public Safety Unl ikely Catast rophic High Unl ikely Minor Low
Denial of access to bui lding IT/Public Safety Possible Moderate Medium Possible Insignif icant Low
Table 20: Business disruption risk summary
Implementation of the recommended controls will reduce the inherent risk for ELM
ELM BCP/DRP Business Impact Assessment
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6. Availability and recovery requirements
6.1. Critical business functions
Table 21 summarises the critical business functions being performed by the
Departments, the f requency, systems used, the maximum tolerable outage (MTO),
recovery point objective (RPO) and the number of onsite users.
The MTO is the amount of time the identified critical business function may be
unavailable before ELM is severely impacted. The RPO is the worst data loss that
ELM is willing to accept. In other words, this is the point from which recovery of lost
data must take place. The MTO and RPO are based on a 24 hour day/ 7 day week
allowed for recovery.
Cr itical business
functions
Performed by Frequency Systems used MTO RPO Onsite
users
Ensure compliance
with legislat ion
Corporate
Services - Legal
Dai ly Lexis Nexis 2
months
None 8
Provide legal
opinions and advice
Corporate
Services - Legal
Ad-hoc Lexis Nexis 1 year None 8
Support to council
and staff
Corporate
Services - Legal
Dai ly Email 1 week None 8
Attend to lit igat ion Corporate
Services - Legal
Ad-hoc Lexis Nexis 2
months
None 8
Attend to disc iplinary
hearings
Corporate
Services - Legal
Ad-hoc Manual
process
1 week None 8
By law enforcement Corporate
Services - Legal
Ad-hoc Lexis Nexis 1
month
None 8
Monitoring and
commenting on
changes in
legislat ion
Corporate
Services - Legal
Dai ly Lexis Nexis 1
month
None 8
Contract
management
Corporate
Services - Legal
Dai ly Manual
process
1 week None 1
Compilat ion and
management of
agendas, minut es,
items and
correspondence
Corporate
Services -
Administration
Dai ly MS Office
1 day None 4
ELM BCP/DRP Business Impact Assessment
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Cr itical business
functions
Performed by Frequency Systems used MTO RPO Onsite
users
Compile and
maintain resolution
register
Corporate
Services -
Administration
Dai ly MS Office 1 week None 1
Funeral assistance Corporate
Services -
Administration
Ad-hoc SAMRAS 1
month
None 1
Manage office
cleaners
Corporate
Services -
Administration
Dai ly Manual
process
1
month
None 1
Manage switchboard Corporate
Services -
Administration
Dai ly Manual
process
1 day None 2
Manage regist ry Corporate
Services –
Records
Management
Dai ly Manual
process
1 day None 4
Manage filing Corporate
Services –
Records
Management
Dai ly Metrofile
datastore
1 day None 2
Manage file storage Corporate
Services –
Records
Management
Dai ly Manual
process
1 day None 2
Manage and maintain
general valuat ion roll
Corporate
Services –
Valuations
Every 4
years
Metval pro 1 week None 3
Manage and maintain
supplem entary
valuat ion rolls
Corporate
Services –
Valuations
Bi-annual ly Metval pro 2
weeks
None 3
Manage and maintain
immovable asset
register
Corporate
Services –
Valuations
Annually Metval pro
SAMRAS
1 week None 2
Manage ad hoc
valuat ions
Corporate
Services –
Valuations
Ad-hoc Manual
process
1 week None 2
Manage recruitment
and select ion
Corporate
Services –
W eekly Manual
process
1 week None 2
ELM BCP/DRP Business Impact Assessment
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Cr itical business
functions
Performed by Frequency Systems used MTO RPO Onsite
users
Human
Resources
Manage labour
relat ions
Corporate
Services –
Human
Resources
Ad-hoc Manual
process
1 week None 2
HR administ ration Corporate
Services –
Human
Resources
Dai ly SAMRAS 1 week None 2
Manage employee
assistance program
(EAP)
Corporate
Services –
Human
Resources
Ad-hoc Manual
process
1 week None 2
Records
management
Corporate
Services –
Human
Resources
Dai ly Metrofile
datastore
1 week None 1
Manage t raining Corporate
Services –
Human
Resources
W eekly Personnel
director
1 week None 2
Ensure all servers
are operat ional
Corporate
Services –
Information
Technology
Dai ly Manual
process
1 day None 5
Ensure all Municipal
systems are
functioning correctly
Corporate
Services –
Information
Technology
Dai ly Manual
Process to
check network
systems
1 day N/A 4
Ensure connectivity
is funct ioning
optimal ly
Corporate
Services –
Information
Technology
Dai ly Manual
Process to
check network
systems
1 day N/A 4
Support of all
Municipality users
and councillors
Corporate
Services –
Information
Technology
Dai ly Helpdesk
system
1 day 24 1
ELM BCP/DRP Business Impact Assessment
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Cr itical business
functions
Performed by Frequency Systems used MTO RPO Onsite
users
Ensure security of
Municipal syst ems
and information
Corporate
Services –
Information
Technology
Dai ly AVG
Shorewall
Firewall
Spam Assassin
1 day 24 2
Ensure effect ive
backups of data and
crit ical syst ems
Corporate
Services –
Information
Technology
Dai ly Linux scripts
R sync
F backup
1 day 24 3
Investigate new
technologies and
best practices
Corporate
Services –
Information
Technology
Dai ly Internet 1 week N/A 2
Manage and develop
IT polic ies
Corporate
Services –
Information
Technology
Annually Internet 1 year N/A 2
Management of IT
asset s and
inf rast ructure
Corporate
Services –
Information
Technology
Dai ly Manual
process
1
month
744 1
Attend management
meetings
Office of the
Municipal
Manager –
Perform ance
Management
W eekly MS Office 1 week None 1
Manage financial
loss
Office of the
Municipal
Manager –
Perform ance
Management
Dai ly Manual
process
1 week None 1
Ensure safety and
standards
Office of the
Municipal
Manager –
Perform ance
Management
Dai ly Manual
process
None None 1
Ensure compliance
to procedures
Office of the
Municipal
Manager –
Perform ance
Dai ly Manual
process
1
month
None 1
ELM BCP/DRP Business Impact Assessment
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Cr itical business
functions
Performed by Frequency Systems used MTO RPO Onsite
users
Management
Manage performance Office of the
Municipal
Manager –
Perform ance
Management
Dai ly MS Office None None 2
Monitoring and
evaluat ion
Office of the
Municipal
Manager –
Perform ance
Management
Dai ly MS Office None None 4
Serve on committees
for Municipal
Manager
Office of the
Municipal
Manager –
Perform ance
Management
Ad-hoc Email None None 4
Deal with ward
committees
Office of the
Municipal
Manager –
Public
Participation
Every 2
months
MS Office 1 week None 16
Deal with
communities
Office of the
Municipal
Manager –
Public
Participation
Every 2
months
MS Office 1 week None 16
Manage mobilisation
for events
Office of the
Municipal
Manager –
Public
Participation
Ad-hoc Manual
process
1 week None 16
Communicate with
communities
Office of the
Municipal
Manager –
Public
Participation
Every 2
months
MS Office 1 week None 16
Liaise w ith media Office of the
Municipal
Manager –
Dai ly MS Office 1 day None 4
ELM BCP/DRP Business Impact Assessment
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Cr itical business
functions
Performed by Frequency Systems used MTO RPO Onsite
users
Communications
Communicate with
communities
Office of the
Municipal
Manager –
Communications
Dai ly MS Office 1 day None 4
Administrat ion of
Municipal website
Office of the
Municipal
Manager –
Communications
Dai ly W ebsite
interface
1 day None 2
Manage publications
for the Municipality
Office of the
Municipal
Manager –
Communications
W eekly W ebsite
interface
1
month
None 1
Community profiling Office of the
Municipal
Manager –
Sakhume Sakhe
Dai ly MS Office 1 day None 3
Manage HIV/Aids
programs
Office of the
Municipal
Manager –
Sakhume Sakhe
Dai ly MS Office 1 day None 1
Manage gender,
disability and senior
cit izen program
Office of the
Municipal
Manager –
Sakhume Sakhe
Dai ly MS Office 1 day None 2
Promot e youth
development
Office of the
Municipal
Manager –
Youth
Development
Dai ly Youth
database
MS Office
1 day None 3
Create job
opportunities
Office of the
Municipal
Manager –
Youth
Development
Dai ly Internet 1 day None 1
Improve living
conditions
Office of the
Municipal
Manager –
Youth
Dai ly MS Office
Internet
1 day None 3
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Cr itical business
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Performed by Frequency Systems used MTO RPO Onsite
users
Development
Manage cashiering Finance -
Revenue
Dai ly SAMRAS
Contour
Prepaid
None None 8
Manage monthly
billing
Finance -
Revenue
Dai ly SAMRAS
MS Office
Internet
5 day None 8
Manage customer
care
Finance -
Revenue
Dai ly SAMRAS 2 days None 1
Manage
disconnections
Finance -
Revenue
Dai ly SAMRAS
geoReal ity
Grapevine
5 days None 5
Manage indigent
consumers
Finance -
Revenue
Dai ly SAMRAS
geoReal ity
10
days
None 1
Manage legal
process
Finance -
Revenue
Dai ly SAMRAS
geoReal ity
ITC
15
days
None 10
Manage payments Finance -
Expenditure
Dai ly SAMRAS 5 days None 6
Manage the pay
office
Finance – Pay
Office
Dai ly SAMRAS 1 day None 6
Procure goods and
services
Finance –
Supply Chain
Dai ly SAMRAS 3 days None 10
Manage the bid
office
Finance –
Supply Chain
Dai ly Manual
process
3 days None 4
Manage internal
control
Finance –
Internal Control
Dai ly SAMRAS 5 days None 3
Prepare annual
financ ial statements
Finance – AFS Dai ly SAMRAS 5 days None 5
Manage and oversee
budget office
Finance –
Budget Office
Dai ly SAMRAS 3 days None 3
Meet ings with
Executive
Management
Development,
Planning and
Housing -
Dai ly MS Office
Emails
1
month
None 5
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Cr itical business
functions
Performed by Frequency Systems used MTO RPO Onsite
users
Housing
Implement action
plans
Development,
Planning and
Housing -
Housing
Dai ly MS Office
Emails
5 days None 9
Communicate with
stakeholders
Development,
Planning and
Housing -
Housing
Dai ly MS Office
Emails
5 days None 5
Submit applicat ions Development,
Planning and
Housing -
Housing
Dai ly MS Office
Emails
5 days None 5
Compile business
plans
Development,
Planning and
Housing -
Housing
Dai ly MS Office
Emails
5 days None 5
Manage housing
section
Development,
Planning and
Housing -
Housing
Dai ly MS Office
Emails
5 days None 4
Disposal of land Development,
Planning and
Housing -
Housing
Dai ly MS Office
Emails
5 days None 2
Compile IDP and
SDF
Development,
Planning and
Housing - Town
Planning
Dai ly MS Office
Emails
GIS
1 week None 4
Public participation Development,
Planning and
Housing - Town
Planning
Bi-annual ly MS Office
Emails
6
months
None 3
Development of
plans
Development,
Planning and
Housing - Town
Planning
Bi-annual ly MS Office
Emails
GIS
6
months
None 3
Mapping and Development,
Planning and
Dai ly MS Office 1 day None 3
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Cr itical business
functions
Performed by Frequency Systems used MTO RPO Onsite
users
planning Housing - Town
Planning
Emails
GIS
Maintenance of GIS Development,
Planning and
Housing - Town
Planning
Annually MS Office
Emails
GIS
1 day None 1
Statutory
appl ications
Development,
Planning and
Housing - Town
Planning
Dai ly MS Office
Emails
GIS
1 day None 5
Provide support to
other Departments
Development,
Planning and
Housing - Town
Planning
Dai ly MS Office
Emails
GIS
1 day None 5
Deal with general
publ ic
Development,
Planning and
Housing - Town
Planning
Dai ly MS Office
Emails
GIS
1 day None 4
Compile SDBIP Development,
Planning and
Housing - Town
Planning
Quart erly MS Office
Emails
1 week None 2
Meet ings with
Executive
Management
Development,
Planning and
Housing - Town
Planning
Dai ly MS Office
Emails
1
month
None 5
Implement action
plans
Development,
Planning and
Housing - Town
Planning
Dai ly MS Office
Emails
5 days None 9
Market ing and
branding of
Municipality to
prospective invest ors
and tourists
Development,
Planning and
Housing - Local
Economic
Development
Dai ly MS Office
MS Publisher
1 week 48 4
Visit businesses to
keep them in
Ladysmith and to
Development,
Planning and
Housing - Local
Economic
Quart erly MS Office 2
weeks
None 5
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Cr itical business
functions
Performed by Frequency Systems used MTO RPO Onsite
users
expand services Development
Development of
cooperat ives and
SMME’s
Development,
Planning and
Housing - Local
Economic
Development
Dai ly Internet 1 day None 1
Ent erprise
development
Development,
Planning and
Housing - Local
Economic
Development
Dai ly MS Office 2 days None 2
Agricultural
development
Development,
Planning and
Housing - Local
Economic
Development
Dai ly MS Office 2 days None 12
Maintain and
preserve historical
items
Development,
Planning and
Housing -
Tourism and
Museum
Dai ly MS Office
MS Publisher
1 day None 6
Maintain and
preserve historical
archives
Development,
Planning and
Housing -
Tourism and
Museum
Dai ly MS Office
MS Publisher
1 day None 6
Host events to
promote historical
culture of Ladysmith
Development,
Planning and
Housing -
Tourism and
Museum
Ad-hoc MS Office
MS Publisher
2
weeks
24 6
Ensure safe
operat ion of the
entire elect rical
network
Infrastructure
and Services -
Elect rical
Dai ly Manual
process
5
hours
None 78
Resell ing of
electric ity to
consumers
Infrastructure
and Services -
Elect rical
Dai ly SAMRAS
Contour
Vending
Syst em
1 day None 6
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Cr itical business
functions
Performed by Frequency Systems used MTO RPO Onsite
users
Ensure safe
cont inuous supply of
electric ity to
consumers
Infrastructure
and Services -
Elect rical
Dai ly Manual
process
1 day None 18
Creat ion of new
electrical
inf rast ructure
Infrastructure
and Services -
Elect rical
Dai ly Manual
process
2
weeks
None 25
Create new civil
inf rast ructure
Infrastructure
and Services -
Civil
Dai ly Internet 1 week None 25
Maintain existing
inf rast ructure
Infrastructure
and Services -
Civil
Dai ly Manual
process
1 day None 150
Bui lding control Infrastructure
and Services -
Civil
Dai ly Manual
process
1 week None 5
Flood management Infrastructure
and Services -
Civil
Dai ly Manual
process
1 day None 25
Traffic management Community
Services –
Public Safety
Dai ly Traffman
eNatis
SAMRAS
1 day None 6
Fire managem ent Community
Services –
Public Safety
Dai ly Hazdata
system
None None 24
Regist ration and
licensing of motor
vehic les and drivers
Community
Services –
Public Safety
Dai ly eNatis 2
hours
None 15
Disast er
management
Community
Services –
Public Safety
Dai ly Manual
process
None None 24
Fleet management Community
Services –
Public Safety
Dai ly Netst ar
KAMIS
SAMRAS
2 days None 8
Manage security Community
Services –
Public Safety
Dai ly CCTV system
FBI alarm
system
1 day None 25
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Cr itical business
functions
Performed by Frequency Systems used MTO RPO Onsite
users
Paradox
W atchman
Manage land control Community
Services –
Public Safety
Dai ly Manual
process
2 days None 3
Refuse collect ion Community
Services –
Environmental
Hygiene
Dai ly Manual
process
1 day None 5
Cleaning of town and
surroundings
Community
Services –
Environmental
Hygiene
Dai ly Manual
process
1 day None 5
Nuisance inspect ions Community
Services –
Environmental
Hygiene
Dai ly Manual
process
1 day None 5
Clean-up of dead
animals and
carcasses
Community
Services –
Environmental
Hygiene
Dai ly Manual
process
1 day None 5
Develop, provide and
maintain recreat ional
facilit ies
Community
Services –
Parks and
Recreat ion
Dai ly MS Office 1 week None 9
Develop, provide and
maintain cem et eries
Community
Services –
Parks and
Recreat ion
Dai ly Manual
process
1 day None 9
Manage and maintain
publ ic spaces
Community
Services –
Parks and
Recreat ion
Dai ly Manual
process
1 day None 9
Provision and
maintenance of
community halls and
service centres
Community
Services –
Parks and
Recreat ion
Dai ly MS Office 1 day None 9
Provide and maint ain Community Dai ly KZN Provincial 1 day None 9
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Cr itical business
functions
Performed by Frequency Systems used MTO RPO Onsite
users
library fac il it ies Services –
Parks and
Recreat ion
Database
Manage the pounds Community
Services –
Parks and
Recreat ion
Dai ly MS Office 1 day None 5
Table 21: Critical business functions
The recovery requirements for systems identified have been detailed in Section 6.2
along with the dependencies for these systems.
6.2. IT recovery requirements
Figure 2 depicts the IT recovery requirements for ELM in terms of:
(1) Disaster alert: The time taken to alert ELM that a potential disaster has
occurred
(2) Damage assessment: The time taken to assess the damage of a potential
disaster
(3) Disaster declaration assessment: The time taken to assess whether to
declare an actual disaster situation
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Figure 2: IT recovery requirements
The recovery time objective (RTO) is the time taken to restore the infrastructure
and hand it over to the business teams. The RTO is the difference between the
MTO and the time required to declare a disaster.
For example:
• If the MTO for a system is 24 hours and it takes ELM 8 hours to declare a
disaster, the RTO for that system is 16 hours
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Table 22 summarises the IT service recovery requirements for ELM, derived f rom the interviews with key users. The MTO, RTO and
RPO are based on a 24 hour day allowable for recovery. The RTO is based on ELM taking a maximum of 8 hours to declare a
disaster.
Service Description Used by Recovery dependencies Recovery time requirements
MTO (hrs) RTO (hrs) RPO (hrs)
LAN/W AN Network to cater for
connectivity to all systems
All employees Routers, switches, diginet link, firewall,
Telkom NTU
24 16 N/A
Desktops Desktops to provide client
funct ionality for users
All employees Operat ion systems, client software,
network connectivity, servers
24 16 None
Mail server Elect ronic messaging
syst em
All employees Mail server software, operating syst em,
databases, storage, network connect ivity,
ant ivirus
24 16 None
Lexis Nexis Legal library software Corporate Services - Legal Lexis Nexis software, operating system,
databases, storage, network connect ivity,
ant ivirus
744 736 None
MS Office Office productivity suite • All Operat ing system, storage, network
connect ivity, antivirus
None None None
Ristar Switchboard management
syst em
• Corporate Services -
Administration
Rist art software, operating system,
databases, storage, network connect ivity,
ant ivirus
24 16 None
SAMRAS Municipal f inancial
management system
• Corporat e Services –
Administration
SAMRAS software, operating syst em,
databases, storage, network connect ivity,
24 16 None
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Service Description Used by Recovery dependencies Recovery time requirements
MTO (hrs) RTO (hrs) RPO (hrs)
• Corporat e Services –
Valuations
• Corporat e Services –
Human Resources
• Finance – Al l
• Infrastructure and
Services – Electrical
• Community Services –
Publ ic Safety
ant ivirus
Personnel
director
Training software • Corporate Services –
Human Resources
Personnel director software, operating
syst em, databases, st orage, network
connect ivity, antivirus
168 160 None
Metrofile
dat ast ore
Document tracking system
used to track document
locations
• Corporat e Services –
Records Management
• Corporate Services –
Human Resources
Metrofi le software, operat ing system,
databases, storage, network connect ivity,
ant ivirus
24
16 None
Metval Pro Land and property
valuat ion
• Corporate Services -
Valuations
Metval Pro software, operating system,
databases, storage, network connect ivity,
ant ivirus
168 160 None
Ruckus Zone
Director
Wireless network
management software
• Corporate Services –
Information Technology
Ruckus Zone Director software, operat ing
syst em, network devices, network
connect ivity
24 16 N/A
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Service Description Used by Recovery dependencies Recovery time requirements
MTO (hrs) RTO (hrs) RPO (hrs)
Shorewall
Firewall
Linux Firewall • Corporate Services –
Information Technology
Shorewall software, operat ing system,
databases, storage, network connect ivity,
24 16 24
Spamassassin Linux ant i-spam software • Corporate Services –
Information Technology
Spamassassin software, operat ing system,
databases, storage, network connect ivity,
24 16 24
Internet Internet access • All Operat ing system, network connectivity,
ant ivirus
24 16 N/A
Youth
dat abase
Database for youth
development
• Office of the Municipal
Manager – Youth
Development
Youth database software, operat ing
syst em, databases, st orage, network
connect ivity, antivirus
24 16 None
Contour
Vending
System
Prepaid vending syst em
for electricity
• Finance – Revenue
• Infrast ructure and
Services - Electrical
Contour Vending System software,
operating system, network connect ivit y,
ant ivirus
None None None
geoReal ity Credit checking system • Finance – Credit Control geoReality software, operating system,
databases, storage, network connect ivity,
ant ivirus
120 112 None
Grapevine Bulk SMS messaging
syst em
• Finance – Credit Control Grapevine software, operat ing system,
network connectivity, ant ivirus
120 112 None
ITC Credit checking system • Finance – Credit Control Operat ing system, network connectivity,
ant ivirus
360 352 None
GIS Geographical Information
System
• Development, Planning
and Housing – Town
Planning
GIS software, operat ing system,
databases, storage, network connect ivity,
ant ivirus
24 16 None
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Service Description Used by Recovery dependencies Recovery time requirements
MTO (hrs) RTO (hrs) RPO (hrs)
MS Publisher Publicat ions editing
software
• Development, Planning
and Housing – Local
Economic Development
MS publisher, operat ing system, network
connect ivity, antivirus
168 160 48
Traffman Traffic management and
contravention system
• Community Services –
Publ ic Safety
Traffman software, operat ing system,
databases, storage, network connect ivity,
ant ivirus
24 16 None
eNatis Vehicle licensing and
management system
• Community Services –
Publ ic Safety
eNatis software, operating system,
network connectivity, ant ivirus
24 16 None
Hazdata
system
Hazardous materials
syst ems
• Community Services –
Publ ic Safety
Hazdat a software, operat ing system,
databases, storage, network connect ivity,
ant ivirus
None None None
Netst ar Vehicle tracking system • Community Services –
Publ ic Safety
Netstar software operat ing system,
databases, storage, network connect ivity,
ant ivirus
48 40 None
KAMIS Vehicle costing and
workshop expenditure
syst em
• Community Services –
Publ ic Safety
KAMIS software, operating system,
databases, storage, network connect ivity,
ant ivirus
48 40 None
Security
systems
Security management and
monitoring systems
• Community Services –
Publ ic Safety
Security software, operating syst em,
CCTV cameras, DVR, databases, storage,
network connectivity, ant ivirus
24 16 None
Table 22: IT recovery requirements
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7. Continuity resource analysis
This section assesses the employees, resources and applications required to
ensure business continuity in the event of a disaster.
7.1. Total employees required
After a major disruption where a building is lost, ELM will not have the luxury of
providing alternate accommodation for all employees. For this reason it is
imperative to determine the minimum number of employees required to resume
critical functions.
As time goes by more employees will need to be brought back into service.
Table 23 summarises the employee recovery requirements estimate for the entire
Municipality within specified time periods.
1 day 7 days 14 days 28 days
Number of
employees
required
177 254 38 8
Cumulat ive total 177 431 469 477
Table 23: Total employees requirements
Table 23 indicates that the majority of Municipality employees would need to be
fully operational a week after a disaster has occurred within the Municipality.
ELM will need to ensure that the recovery site has the capacity available to
accommodate the number of staff identified in Table 23.
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7.2. Resources per business function
Table 24 identifies the employee requirements per key business function, as well
as any critical non-electronic resources the employees will require to resume
business operations.
Key business
function
Performed by Total
employees
1
day
7
days
14
days
28
days
Critical non-
electronic
resources
Ensure
compl iance with
legislat ion
Corporate
Services - Legal
8 4 1 3 0 Stamps,
General
stat ionery, Law
reports,
Government
gazettes
Provide legal
opinions and
advice
Corporate
Services - Legal
8 4 1 3 0 Stamps,
General
stat ionery, Law
reports,
Government
gazettes
Support to
council and staff
Corporate
Services - Legal
8 4 1 3 0 Stamps,
General
stat ionery, Law
reports,
Government
gazettes
Attend to
lit igat ion
Corporate
Services - Legal
8 4 1 3 0 Stamps,
General
stat ionery, Law
reports,
Government
gazettes
Attend to
disciplinary
hearings
Corporate
Services - Legal
8 4 1 3 0 Stamps,
General
stat ionery, Law
reports,
Government
gazettes
By law
enforcement
Corporate
Services - Legal
8 4 1 3 0 Stamps,
General
stat ionery, Law
reports,
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Key business
function
Performed by Total
employees
1
day
7
days
14
days
28
days
Critical non-
electronic
resources
Government
gazettes
Monitoring and
comment ing on
changes in
legislat ion
Corporate
Services - Legal
8 4 1 3 0 Stamps,
General
stat ionery, Law
reports,
Government
gazettes
Contract
management
Corporate
Services - Legal
1 1 0 0 0 Contract
managem ent
policy, SCM
policy
Compilat ion and
management of
agendas,
minutes, items
and
correspondence
Corporate
Services -
Adm inistrat ion
4 2 2 0 0 None
Compile and
maintain
resolution
register
Corporate
Services -
Adm inistrat ion
1 1 0 0 0 Stationery
Funeral
assistance
Corporate
Services -
Adm inistrat ion
1 1 0 0 0 Hardcopies,
stat ionery
Manage office
cleaners
Corporate
Services -
Adm inistrat ion
1 1 0 0 0 Brooms, mops,
cleaning
equipment
Manage
switchboard
Corporate
Services -
Adm inistrat ion
2 1 1 0 0 Stationery
Manage regist ry Corporate
Services –
Records
Management
4 3 1 0 0 Registry
procedure
manual,
Records
managem ent
policy, File plan
Manage fi ling Corporate
Services –
Records
2 2 0 0 0 File plan
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Key business
function
Performed by Total
employees
1
day
7
days
14
days
28
days
Critical non-
electronic
resources
Management
Manage fi le
storage
Corporate
Services –
Records
Management
2 2 0 0 0 File plan
Manage and
maintain general
valuat ion roll
Corporate
Services –
Valuat ions
3 3 0 0 0 MPRA, MPRA
bylaws, Rat es
policy, Rat es
bylaws
Manage and
maintain
supplementary
valuat ion rolls
Corporate
Services –
Valuat ions
3 3 0 0 0 MPRA, MPRA
bylaws, Rat es
policy, Rat es
bylaws
Manage and
maintain
immovable asset
register
Corporate
Services –
Valuat ions
2 2 0 0 0 GRAP16, 17
Manage ad hoc
valuat ions
Corporate
Services –
Valuat ions
2 2 0 0 0 Valuation
principles
Manage
recruitment and
selection
Corporate
Services –
Human
Resources
2 1 1 0 0 Recruitment
and selection
policy,
Employment
equity pol icy
Manage labour
relat ions
Corporate
Services –
Human
Resources
2 1 1 0 0 Labour
relat ions act,
Basic
conditions of
employment,
Collective
agreements,
HR
adm inistrat ion
Corporate
Services –
Human
Resources
2 1 1 0 0 Leave pol icy,
Conditions of
service, Basic
conditions of
employment
Manage
employee
assistance
Corporate
Services –
Human
2 1 1 0 0 HIV and Aids
policy, Sexual
Harassment
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01
3
Key business
function
Performed by Total
employees
1
day
7
days
14
days
28
days
Critical non-
electronic
resources
program (EAP) Resources policy,
Employee
assistant
program policy
Records
management
Corporate
Services –
Human
Resources
1 1 0 0 0 Records and
archives policy
(Nat ional)
Manage training Corporate
Services –
Human
Resources
2 1 1 0 0 Human
Resource
developm ent
policy, Skills
developm ent
act
Ensure all
servers are
operational
Corporate
Services –
Informat ion
Technology
5 4 0 0 0 Backup
documentat ion
Ensure all
Municipal
syst ems are
functioning
correctly
Corporate
Services –
Informat ion
Technology
4 4 0 0 0 W arranty
certificat es
from vendors,
Service level
agreements,
Maint enance
agreements
Ensure
connectivity is
functioning
opt imally
Corporate
Services –
Informat ion
Technology
4 4 0 0 0 W arranty
certificat es
from vendors,
SLA with IS
(ADSL)
Support of al l
Municipality
users and
council lors
Corporate
Services –
Informat ion
Technology
1 1 0 0 0 None
Ensure secur ity
of Municipal
syst ems and
informat ion
Corporate
Services –
Informat ion
Technology
2 2 0 0 0 IT Security
policy,
Electronic
communications
policy
Ensure effective Corporate 3 2 1 0 0 None
ELM BCP/DRP Business Impact Assessment
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sm
en
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Ve
rsio
n 0
.01
2
7 S
ep
tem
be
r 2
01
3
Key business
function
Performed by Total
employees
1
day
7
days
14
days
28
days
Critical non-
electronic
resources
backups of data
and crit ical
syst ems
Services –
Informat ion
Technology
Invest igate new
technologies
and best
pract ices
Corporate
Services –
Informat ion
Technology
2 0 0 0 2 Media, journals
Manage and
develop IT
policies
Corporate
Services –
Informat ion
Technology
2 0 0 0 2 None
Management of
IT asset s and
infrastructure
Corporate
Services –
Informat ion
Technology
1 1 0 0 0 Hard copies of
asset regist er
At tend
management
meetings
Office of the
Municipal
Manager –
Performance
Management
1 1 0 0 0 General
stat ionery
Manage
financ ial loss
Office of the
Municipal
Manager –
Performance
Management
1 1 0 0 0 General
stat ionery
Ensure safety
and st andards
Office of the
Municipal
Manager –
Performance
Management
1 1 0 0 0 General
stat ionery
Ensure
compl iance to
procedures
Office of the
Municipal
Manager –
Performance
Management
1 1 0 0 0 General
stat ionery
Manage
per formance
Office of the
Municipal
Manager –
Performance
Management
2 2 0 0 0 General
stat ionery
ELM BCP/DRP Business Impact Assessment
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sin
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mp
ac
t A
ss
es
sm
en
t
Ve
rsio
n 0
.01
2
7 S
ep
tem
be
r 2
01
3
Key business
function
Performed by Total
employees
1
day
7
days
14
days
28
days
Critical non-
electronic
resources
Monitoring and
evaluat ion
Office of the
Municipal
Manager –
Performance
Management
4 4 0 0 0 General
stat ionery
Serve on
committees for
Municipal
Manager
Office of the
Municipal
Manager –
Performance
Management
4 4 0 0 0 General
stat ionery
Deal with ward
committees
Office of the
Municipal
Manager –
Publ ic
Participat ion
16 12 4 0 0 Vehicles,
General
stat ionery
Deal with
communities
Office of the
Municipal
Manager –
Publ ic
Participat ion
16 12 4 0 0 Vehicles,
General
stat ionery
Manage
mobilisat ion for
events
Office of the
Municipal
Manager –
Publ ic
Participat ion
16 12 4 0 0 None
Communicate
with
communities
Office of the
Municipal
Manager –
Publ ic
Participat ion
16 12 4 0 0 Vehicles,
General
stat ionery
Liaise w ith
media
Office of the
Municipal
Manager –
Communicat ions
4 4 0 0 0 Vehicles,
General
stat ionery
Communicate
with
communities
Office of the
Municipal
Manager –
Communicat ions
4 4 0 0 0 Vehicles,
General
stat ionery
Administration
of Municipal
Office of the
Municipal
2 2 0 0 0 Vehicles,
General
ELM BCP/DRP Business Impact Assessment
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sin
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ss
es
sm
en
t
Ve
rsio
n 0
.01
2
7 S
ep
tem
be
r 2
01
3
Key business
function
Performed by Total
employees
1
day
7
days
14
days
28
days
Critical non-
electronic
resources
website Manager –
Communicat ions
stat ionery
Manage
publ ications for
the Munic ipality
Office of the
Municipal
Manager –
Communicat ions
1 1 0 0 0 Vehicles,
General
stat ionery
Community
profiling
Office of the
Municipal
Manager –
Sakhume Sakhe
3 3 0 0 0 Vehicles,
General
stat ionery
Manage
HIV/Aids
programs
Office of the
Municipal
Manager –
Sakhume Sakhe
1 1 0 0 0 Vehicles,
General
stat ionery
Manage gender,
disability and
senior cit izen
program
Office of the
Municipal
Manager –
Sakhume Sakhe
2 2 0 0 0 Vehicles,
General
stat ionery
Promot e youth
development
Office of the
Municipal
Manager –
Youth
Development
3 3 0 0 0 Vehicles,
General
stat ionery
Create job
opportunit ies
Office of the
Municipal
Manager –
Youth
Development
1 1 0 0 0 Vehicles,
General
stat ionery
Improve living
condit ions
Office of the
Municipal
Manager –
Youth
Development
3 3 0 0 0 Vehicles,
General
stat ionery
Manage
cashiering
Finance -
Revenue
8 4 4 0 0 General
stat ionery,
Receipt ing rolls
Manage monthly
bill ing
Finance -
Revenue
8 3 5 0 0 General
stat ionery
Manage
cust om er care
Finance -
Revenue
1 1 0 0 0 General
stat ionery
ELM BCP/DRP Business Impact Assessment
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sin
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es
sm
en
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Ve
rsio
n 0
.01
2
7 S
ep
tem
be
r 2
01
3
Key business
function
Performed by Total
employees
1
day
7
days
14
days
28
days
Critical non-
electronic
resources
Manage
disconnections
Finance -
Revenue
5 2 3 0 0 General
stat ionery
Manage indigent
consumers
Finance -
Revenue
1 1 0 0 0 General
stat ionery
Manage legal
process
Finance -
Revenue
10 3 5 2 0 General
stat ionery
Manage
payments
Finance -
Expenditure
6 2 2 2 0 General
stat ionery
Manage the pay
office
Finance – Pay
Office
6 2 1 3 0 General
stat ionery
Procure goods
and services
Finance –
Supply Chain
10 4 0 0 0 General
stat ionery,
Requisition
books
Manage the bid
office
Finance –
Supply Chain
4 2 0 0 0 General
stat ionery
Manage int ernal
control
Finance –
Internal Control
3 1 1 1 0 General
stat ionery
Prepare annual
financ ial
statements
Finance – AFS 5 2 2 1 0 General
stat ionery
Manage and
oversee budget
office
Finance –
Budget Office
3 3 0 0 0 General
stat ionery
Meet ings with
Executive
Management
Development,
Planning and
Housing -
Housing
5 2 3 0 0 General
stat ionery
Implement
action plans
Development,
Planning and
Housing -
Housing
9 4 5 0 0 General
stat ionery
Communicate
with
stakeholders
Development,
Planning and
Housing -
Housing
5 2 3 0 0 General
stat ionery
Submit
appl ications
Development,
Planning and
Housing -
Housing
5 2 3 0 0 General
stat ionery
ELM BCP/DRP Business Impact Assessment
Bu
sin
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mp
ac
t A
ss
es
sm
en
t
Ve
rsio
n 0
.01
2
7 S
ep
tem
be
r 2
01
3
Key business
function
Performed by Total
employees
1
day
7
days
14
days
28
days
Critical non-
electronic
resources
Compile
business plans
Development,
Planning and
Housing -
Housing
5 2 3 0 0 General
stat ionery
Manage housing
sect ion
Development,
Planning and
Housing -
Housing
4 1 3 0 0 General
stat ionery
Disposal of land Development,
Planning and
Housing -
Housing
2 1 1 0 0 General
stat ionery
Compile IDP and
SDF
Development,
Planning and
Housing - Town
Planning
4 3 1 0 0 General
stat ionery
Public
participat ion
Development,
Planning and
Housing - Town
Planning
3 3 0 0 0 General
stat ionery
Development of
plans
Development,
Planning and
Housing - Town
Planning
3 3 0 0 0 General
stat ionery
Mapping and
planning
Development,
Planning and
Housing - Town
Planning
3 1 2 0 0 General
stat ionery
Maintenance of
GIS
Development,
Planning and
Housing - Town
Planning
1 1 0 0 0 General
stat ionery
Statutory
appl ications
Development,
Planning and
Housing - Town
Planning
5 2 3 0 0 General
stat ionery
Provide support
to other
Departments
Development,
Planning and
Housing - Town
Planning
5 2 3 0 0 General
stat ionery
ELM BCP/DRP Business Impact Assessment
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es
sm
en
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Ve
rsio
n 0
.01
2
7 S
ep
tem
be
r 2
01
3
Key business
function
Performed by Total
employees
1
day
7
days
14
days
28
days
Critical non-
electronic
resources
Deal with
general public
Development,
Planning and
Housing - Town
Planning
4 2 2 0 0 General
stat ionery
Compile SDBIP Development,
Planning and
Housing - Town
Planning
2 1 1 0 0 General
stat ionery
Meet ings with
Executive
Management
Development,
Planning and
Housing - Town
Planning
5 2 3 0 0 General
stat ionery
Implement
action plans
Development,
Planning and
Housing - Town
Planning
9 4 5 0 0 General
stat ionery
Market ing and
branding of
Municipality to
prospective
investors and
tourists
Development,
Planning and
Housing - Local
Economic
Development
4 2 2 0 0 General
stat ionery,
Banners,
Pamphlets,
Vehicles,
Storage
faci lit ies ( for
items used in
branding and
market ing)
Visit businesses
to keep them in
Ladysmith and
to expand
services
Development,
Planning and
Housing - Local
Economic
Development
5 2 0 1 2 General
stat ionery,
Banners,
Pamphlets,
Vehicles,
Storage
faci lit ies ( for
items used in
branding and
market ing)
Development of
cooperat ives
and SMME’s
Development,
Planning and
Housing - Local
Economic
1 1 0 0 0 Vehicle, Files
ELM BCP/DRP Business Impact Assessment
Bu
sin
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mp
ac
t A
ss
es
sm
en
t
Ve
rsio
n 0
.01
2
7 S
ep
tem
be
r 2
01
3
Key business
function
Performed by Total
employees
1
day
7
days
14
days
28
days
Critical non-
electronic
resources
Development
Enterprise
development
Development,
Planning and
Housing - Local
Economic
Development
2 1 0 1 0 Files, Storage,
Hardcopies
Agricultural
development
Development,
Planning and
Housing - Local
Economic
Development
12 4 2 6 0 General
stat ionery,
Banners,
Pamphlets,
Vehicles,
Storage
faci lit ies ( for
items used in
branding and
market ing)
Maintain and
preserve
historical it ems
Development,
Planning and
Housing -
Tourism and
Museum
6 2 2 0 2 Archives,
Records,
Newspaper
art icles,
Maintain and
preserve
historical
archives
Development,
Planning and
Housing -
Tourism and
Museum
6 2 2 0 2 None
Host events to
promote
historical culture
of Ladysmith
Development,
Planning and
Housing -
Tourism and
Museum
6 2 2 0 2 Files, Vehicles,
Host ing
venues,
Promotional
materials
Ensure safe
operation of the
ent ire elect rical
network
Infrast ructure
and Services -
Electrical
78 5 55 18 0 Vehicles, Plant
and equipm ent
tools,
Emergency
spares, Control
room,
Stationery,
Mobile satell ite
off ice
ELM BCP/DRP Business Impact Assessment
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sin
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mp
ac
t A
ss
es
sm
en
t
Ve
rsio
n 0
.01
2
7 S
ep
tem
be
r 2
01
3
Key business
function
Performed by Total
employees
1
day
7
days
14
days
28
days
Critical non-
electronic
resources
Reselling of
electricity to
consumers
Infrast ructure
and Services -
Electrical
6 2 4 0 0 Vehicles,
Stationery,
Office space
and desks
Ensure safe
cont inuous
supply of
electricity to
consumers
Infrast ructure
and Services -
Electrical
18 2 16 0 0 Tools, Vehicles,
Spares, Plant
equipment
Creation of new
electrical
infrastructure
Infrast ructure
and Services -
Electrical
25 10 15 0 0 Vehicles,
Heavy plant
equipment,
Spares, Tools
Create new civil
infrastructure
Infrast ructure
and Services -
Civil
25 10 15 0 0 Vehicles,
Heavy plant
equipment,
Spares, Tools,
Plans
Maintain
existing
infrastructure
Infrast ructure
and Services -
Civil
150 10 140 0 0 Vehicles,
Heavy plant
equipment,
Spares, Tools,
Plans
Bui lding control Infrast ructure
and Services -
Civil
5 2 3 0 0 Vehicles,
Plans,
Inspection
templates
Flood
management
Infrast ructure
and Services -
Civil
25 10 15 0 0 Vehicles,
equipment,
Tools, plans
and materials
Traffic
management
Community
Services –
Publ ic Safety
6 2 4 0 0 Manual receipt
books, Not ice
books, General
stat ionery,
Vehicles
Fire
management
Community
Services –
Publ ic Safety
24 24 0 0 0 Manual receipt
books, Not ice
books, General
stat ionery,
ELM BCP/DRP Business Impact Assessment
Bu
sin
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mp
ac
t A
ss
es
sm
en
t
Ve
rsio
n 0
.01
2
7 S
ep
tem
be
r 2
01
3
Key business
function
Performed by Total
employees
1
day
7
days
14
days
28
days
Critical non-
electronic
resources
vehic les
Registrat ion and
licensing of
motor vehic les
and drivers
Community
Services –
Publ ic Safety
15 15 0 0 0 Manual receipt
books, Not ice
books, General
stat ionery
Disaster
management
Community
Services –
Publ ic Safety
24 24 0 0 0 Vehicles,
Emergency
equipment,
Relief material,
Fleet
management
Community
Services –
Publ ic Safety
8 4 4 0 0 General
stat ionery,
Vehicles
Manage secur ity Community
Services –
Publ ic Safety
25 9 16 0 0 General
stat ionery,
Vehicles
Manage land
control
Community
Services –
Publ ic Safety
3 3 0 0 0 General
stat ionery,
Vehicles
Refuse
collection
Community
Services –
Environmental
Hygiene
5 5 0 0 0 Vehicles, tools
Cleaning of town
and
surroundings
Community
Services –
Environmental
Hygiene
5 5 0 0 0 Vehicles, tools
Nuisance
inspect ions
Community
Services –
Environmental
Hygiene
5 5 0 0 0 Vehicles, tools
Clean-up of
dead animals
and carcasses
Community
Services –
Environmental
Hygiene
5 5 0 0 0 Vehicles, tools
Develop,
provide and
maintain
recreat ional
facilit ies
Community
Services –
Parks and
Recreat ion
9 3 6 0 0 General
stat ionery
Develop, Community 9 3 6 0 0 General
ELM BCP/DRP Business Impact Assessment
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sin
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mp
ac
t A
ss
es
sm
en
t
Ve
rsio
n 0
.01
2
7 S
ep
tem
be
r 2
01
3
Key business
function
Performed by Total
employees
1
day
7
days
14
days
28
days
Critical non-
electronic
resources
provide and
maintain
cemet eries
Services –
Parks and
Recreat ion
stat ionery
Manage and
maintain public
spaces
Community
Services –
Parks and
Recreat ion
9 3 6 0 0 General
stat ionery
Provision and
maintenance of
community halls
and service
centres
Community
Services –
Parks and
Recreat ion
9 3 6 0 0 General
stat ionery
Provide and
maintain library
facilit ies
Community
Services –
Parks and
Recreat ion
9 3 6 0 0 General
stat ionery
Manage the
pounds
Community
Services –
Parks and
Recreat ion
5 5 0 0 0 General
stat ionery
Table 24: Employees requirements per key business function
ELM must ensure that adequate space is made available at the recovery site to
accommodate the required number of employees identified in Table 24, and also
ensure that all key non electronic dependencies identified are made available to
the employees at the recovery site.
ELM BCP/DRP Business Impact Assessment
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3
7.3. Applications required per Department
7.3.1. Corporate Services
Table 25 summarises the core applications required for the Corporate Services
Department.
Legend:
Required �
Not required �
Division Lexis
Nexis
SAMRAS Personnel
director
Ristar Metrofile Metval Pro Ruckus
Zone
Director
Shorewall
Firewall
Legal � � � � � � � �
Administ ration � � � � � � � �
Records
Management � � � � � � � �
Valuations � � � � � � � �
Human
Resources � � � � � � � �
Information
Technology � � � � � � � �
Table 25: Application requirements for Corporate Services
In addition to the core applications summarised in Table 25 all staff wil l require
email, Internet and MS Office.
ELM BCP/DRP Business Impact Assessment
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3
7.3.2. Office of the Municipal Manager
Table 26 summarises the core applications required for the Office of the Municipal
Manager.
Legend:
Required �
Not required �
Division Municipal website Youth database
Perform ance management � �
Public Part icipat ion � �
Communications � �
Sakhume Sakhe � �
Youth Development � �
Table 26: Core application requirements for Office of the Municipal Manager
In addition to the core applications summarised in Table 26 all staff wil l require
email, Internet and MS Office.
ELM BCP/DRP Business Impact Assessment
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3
7.3.3. Finance
Table 27 summarises the core applications required for the Finance Department.
Legend:
Required �
Not required �
Division SAMRAS Contour Vending
System
geoReality Grapevine ITC
Revenue � � � � �
Credit Control � � � � �
Expenditure � � � � �
Pay Office � � � � �
Supply Chain � � � � �
Internal Control � � � � �
AFS � � � � �
Budget of fice � � � � �
Table 27: Core application requirements for the Finance Department
In addition to the core applications summarised in Table 27 all staff wil l require
email, Internet and MS Office.
ELM BCP/DRP Business Impact Assessment
Bu
sin
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mp
ac
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sm
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rsio
n 0
.01
2
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tem
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01
3
7.3.4. Development, Planning and Housing
Table 28 summarises the core applications required for the Development, Planning
and Housing Department.
Legend:
Required �
Not required �
Division GIS Municipal Website MS Publisher
Housing � � �
Town Planning � � �
Local Economic Development � � �
Tourism and Museums � � �
Table 28: Core application requirements for the Development, Planning and Housing
Department
In addition to the core applications summarised in Table 28 all staff wil l require
email, Internet and MS Office.
ELM BCP/DRP Business Impact Assessment
Bu
sin
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sm
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2
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3
7.3.5. Infrastructure and Services
Table 29 summarises the core applications required for the Development, Planning
and Housing Department.
Legend:
Required �
Not required �
Division GIS Municipal Website MS Publisher
Housing � � �
Town Planning � � �
Local Economic Development � � �
Tourism and Museums � � �
Table 29: Core application requirements for the Development, Planning and Housing
Department
In addition to the core applications summarised in Table 29 all staff wil l require
email, Internet and MS Office.
ELM BCP/DRP Business Impact Assessment
Bu
sin
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mp
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ss
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sm
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2
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tem
be
r 2
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3
7.3.6. Community Services
Table 30 summarises the core applications required for the Community Services
Department.
Legend:
Required �
Not required �
Division Traffman eNatis SAMRAS Hazdata
system
Emergency
Services
Database
Netstar KAMIS Securi ty
Systems
Publ ic Safety � � � � � � � �
Environment al
Hygiene � � � � � � � �
Parks and
Recreat ion � � � � � � � �
Table 30: Core application requirements for the Community Services Department
In addition to the core applications summarised in Table 30 all staff wil l require
email, Internet and MS Office.
ELM BCP/DRP Business Impact Assessment
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8. Business continuity strategy
It is recommended that ELM need to establish an alternative recovery site as a
matter of urgency in order to accommodate the employees required to resume
business operations in the event of a disaster occurring.
In addition to the recovery site there are controls which can be implemented to
support the strategy which are applicable to the current building.
8.1. Building
The strategy recommendations for the current sites are:
• Evacuation procedures for the building needs to be documented and
displayed throughout the office
• Ensure that the new building extension has the necessary preventative
measures implemented
• Install f ire suppression and detectors in all critical areas where vital
information and records are housed
• Ensure that all f ire extinguishers and hoses are serviced and maintained
regularly
• Neaten up and secure electrical wiring and DB boards
• Ensure security validates the identity of visitors to the building
• Ensure that parking is made available for emergency vehicles
• Document the command centre requirements for the recovery site and
create necessary specifications
• Install a generator to provide backup power to the offices
• Ensure that all emergency exit routes are clear of obstructions and properly
marked
• Ensure loose papers and files are cleared and properly stored
The strategy recommendations for the new recovery site building are:
• Area to allow for the establishment of the command centre
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• A convenient location to allow employees to easily travel to and from work
• Adequate parking to accommodate employees travell ing to work in their
private vehicle
• Adequate ablution and rest areas for all employees
• Sufficient security to ensure access is properly controlled and only
authorised employees are allowed to enter
• Sufficient ventilation and lighting to promote a healthy work environment
8.2. Technology
The strategy recommendations for the current sites technologies are:
• Establish an offsite backup system to ensure all critical data is being
backed up effectively
• Implement replication of critical services through a virtual environment
• Implement electronic archiving to allow archiving of critical documents
• Implement redundant data and telecommunication lines
• Implement automated fire suppression systems
• Implement environmental monitoring
• Document system recovery procedures for current systems
• Implement a single integrated directory services environment
• Sign service level agreements with technology suppliers
• Implement change control and root cause analysis
The strategy recommendations for the recovery site technologies are:
• Allow remote connectivity into the environment for remote employees not
allocated to the building
• Have adequate networks to support the recovery of the systems required to
continue business operations
• Have sufficient facilities to support the hosting of key business systems and
associated dependencies
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• Permanent area to host offsite storage, backups and servers for replication
from ELM
8.3. Employees
The strategy recommendations for employees at the current sites are:
• Document all key business processes for all Departments
• Ensure that provisions for the critical non-electronic dependencies have
been made with the suppliers
• Ensure that all staff have allocated alternatives to perform there functions
• Ensure awareness of emergency plans amongst all employees
The strategy recommendations for employees at the new recovery site are:
• Adequate work area to accommodate the employee numbers identified in
Section 7.1
• Have the required electronic and non-electronic dependencies available to
the employees
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Appendix A Business Impact Assessment Acceptance Sheet
Business Impact Assessment Acceptance
I hereby confirm acceptance and agreement of ELM Business Impact Assessment
September 27, 2013 and the contents contained within excluding the exceptions described
in the notes below.
Notes:
Nil
Dimension Data ELM
Signature Signature
Print Name and Title Print Name and Title
Date Date
ELM should send this signed Acceptance Sheet to [email protected]