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iTaNGO Workshop Presentation


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Welcome and purpose of workshop
Brief overview of iTaNGO project and resources

ICT planning
This practical session will take participants through the steps to effectively aligning ICT planning to strategic plans. Through exposure to some recent examples from the sector; and application of learning, participants will increase their knowledge of how to write their own ICT plans when back in their organisation.

Published in: Technology, Business, Education
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iTaNGO Workshop Presentation

  1. 1. Workshop forCommunity ServiceOrganisationsWith Andrew Mahar, Executive Officer, InfoxchangeFacilitated by: Tracey Ezard, Jessup Ezard Consulting
  2. 2. Andrew Mahar, Executive Director, InfoxchangeTracey Ezard, Jessup Ezard ConsultingMark Egan, Infoxchange
  3. 3. Agenda– Introduction and Recap of iTaNGO– ICT Planning – The Process– Learning CirclesThe Cloud, Infrastructure and Procurement– Social Media– ICT Challenges and Issues Subtitle– Creating Communities of Practice
  4. 4. Information Knowledge Workshops Sessions Base Communities Demonstration of Practice Project
  5. 5. Base
  6. 6. Why does ICT matter? Increase Increase effectiveness strategic of service opportunities Decrease Decrease costs Risk
  7. 7. It’s All About the Mission andObjectivesWhat is your mission?What are your organisation’s key strategic objectives?Then add technology:– How can technology help you reach your objectives?– Where does technology intersect with your objectives?
  8. 8. ICT Pyramid Transform Your Work through innovative use of ICT • ICT adds strategic value • ICT directly involved in serving clients • Tools for the sector Transform Optimize Service Delivery through use of integrated applications • ICT is a business enabler Optimise • Software improves service delivery Service Delivery • Knowledge management Get Stable and Secure Access to Stable and Foundation of operational efficiency Secure IT • ICT is an efficient cost • You have the basic tools in place • Stable & Secure
  9. 9. Benefits of ICT Planning• Identify issues and root causes of ICT challenges• Identify strategies to increase capacity, efficiency and effectiveness• A framework for decision-making• More accurate and predictable budgeting• Fewer crises and ad-hoc approaches
  10. 10. ICT Planning Process: An Overview CEO & Board ICT Board Committee Board of Directors1 2 Create ICT Plan +$ICT Board Committee 3 Approve & ICT Staff Committee 5 Fund the Plan Evaluate 4 Results (+/-) Implement Plan
  11. 11. What is a ICT Plan? Governance Operational Management ICT Committee Current Position ICT Strategies Frameworks ICT Infrastructure Budgets
  12. 12. A Case StudyCase study – Leisure Networks Strategic Plan
  13. 13. Key Result Area: Internal SupportObjective: To provide quality, value adding, effective supportservices to the organisation Strategy: Identify and implement efficiencies in delivering support services. Key Actions: 1. Define and implement the best administration structure/resources to support current and future business continuity, customer service and operation management requirements 1. Minimise the cost of administration as a percentage of total expenditure to 20% (from 27% in Nov 2009) through efficiencies and new program project income, 1. Develop and document operating instructions for core financial system functions including reporting, payroll, payments, receivables . 1. Develop and document operating instructions for core administration processes including recruitment, human resources management, records management . Strategy: Provide efficient technology systems. Key Actions: 1. Bring all computers up to a minimum hardware and software system standard recommended by the IT Audit. 1. Develop a Staff Computer Usage Procedure to ensure best practice IT use and minimise risks from external sources and sites. 1. Complete implementation of the new (SharePoint) knowledge management structure and system including staff training and development 1. Write operating instructions for all core IT operations eg: backup, file retrieval and ensure all system access codes, passwords and renewal information is centrally and securely recorded 1. Incorporate IT training and development as a core competency for the Organisation Training and Development Plan
  14. 14. Key Result Area: Governance:Objective: To remain a well governed, effectively managed andsustainable not-for-profit community organisation. 1. Develop and implement a (three-year) Strategic Business Plan 1. Integrate the Strategic Business Plan with the CEO Performance Plan, Business Plan and Staff Development Plans. 1. Provide two Strategic Business Plan Progress Reports to the Board per annum. 1. Retain Certification for the Victorian Government Quality Framework for Disability Services 1. Complete and continuously improve the Quality Management System (Policies and Procedures) 1. Develop and implement a Marketing and Communications Strategy (including Branding) to support the Strategic Business Plan, with a focus on service delivery and program development. 1. Include a minimum of three staff presentations to the Board per annum to create awareness of key initiatives and enable meaningful staff engagement and recognition.
  15. 15. Key Result Area: Services:Objective: To further provide needs based, quality services thatsupport the Achievement of our Vision and Mission. Strategy: Further develop the Leisure Networks customer centred planning and delivery model. Establish customer satisfaction tools applicable to target groups; conduct first audit and establish LN targets. Review, develop and implement the best staffing structure, roles/responsibilities to implement a customer focused delivery model (is currently a program focused model) – links to Organisation Development Investigate, and if feasible, expand the use of CRISSP across the organisation or implement a stand alone Customer Relationship System Continuously improve customer interface systems such as telephone, web and email
  16. 16. ICT Planning Work• Using your strategic plan as a guide, where would ICT help to fulfil your strategic objectives more effectively?• Where does the digital maturity table and ICT pyramid suggest that your organisation should start focussing on? What would be your first steps?• Work through the ICT planning template – what gaps do you see.
  17. 17. Next Steps• As a result of our discussions and your reflections, what are your first actions back in your workplace around ICT planning?
  18. 18. Challenges What are some of the major issues that inhibit your organisation’s ability to increase its digital proficiency? What are the common themes and challenges in the room?
  19. 19. Communities of Practice• Communities of Practice (CoPs) are groups of people which exist to build knowledge and expertise in a particular knowledge domain• The iTaNGO project has provision for support of 10 CoPs across the state• Case Study of each CoP to be presented at forum at end of year.
  20. 20. Communities of Practice ability to engage in dialogue a forum for practitioners to help each other with everyday work needs develop good practice, and solve guidelines and problems procedures in the use of ICT
  21. 21. Communities of Practice• Self managed• Self-defined and self-directed• Investigates challenges and critical ICT problems• Drive their own learning through interaction; action learning and research; collaborative projects and shared practice
  22. 22. Communities of PracticeCoP Project Requirements:• Use of online collaborative tool• Reporting of fund allocation (lead agency)• Presentation at Case Study Forum in December• Reporting of learnings; achievements; collaborations
  23. 23. Communities of PracticeiTaNGO Support:Initial group meeting of CoP – facilitator to assist groupin setting direction and formulation of learning focusOnline tool provision, administration and guidanceSeed funding provision to each CoP
  24. 24. Communities of PracticeGroup Responsibilities:Some of the key responsibilities include:• creating the community• identifying the community needs• participation in community events, discussions and activities• working to keep online discussions engaging, flowing, and vibrant• injecting insightful comments and making provocative points in online discussions• providing closure when necessary and giving constructive feedback• capturing knowledge nuggets• working to network community members with topic experts• accepting and welcoming new community members
  25. 25. Communities of PracticeMembership• YOU!• Interested people within the sector who are willing to commit to collaborate and learn together about ICT issues
  26. 26. Communities of PracticeFacilitator Skills:All CoP’s require good, active facilitation andmanagement by a team of facilitators. Facilitatorsnetwork and connect community members, encouragingparticipation, facilitating and seeding discussions, andby keeping events and community activities engagingand vibrant.
  27. 27. Where to next?Become involved in the CoPCome to the first CoP meeting
  28. 28. Where to next? Subscribe to the iTaNGO