Introduction 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.

1. Workshop for
Community Service
Organisations
With Andrew Mahar, Executive Officer, Infoxchange
Facilitated by: Tracey Ezard, Jessup Ezard Consulting

2. Andrew Mahar, Executive Director, Infoxchange
Tracey Ezard, Jessup Ezard Consulting
Mark Egan, Infoxchange

3. Agenda
– Introduction and Recap of iTaNGO
– ICT Planning – The Process
– Learning Circles
The Cloud, Infrastructure and Procurement
– Social Media
– ICT Challenges and Issues
Subtitle
– Creating Communities of Practice

4. Information Knowledge
Workshops
Sessions Base
Communities Demonstration
of Practice Project

5. www.itango.infoxchange.net.au
Knowledge Base

6. Why does ICT matter?
Increase Increase
effectiveness strategic
of service opportunities
Decrease Decrease
costs Risk

7. It’s All About the Mission and
Objectives
What 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. 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. 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. ICT Planning Process: An Overview
CEO & Board ICT Board
Committee
Board of
Directors
1
2
Create
ICT Plan +$
ICT Board Committee
3 Approve &
ICT Staff Committee
5 Fund the Plan
Evaluate 4
Results (+/-) Implement Plan

11. What is a ICT Plan?
Governance
Operational Management
ICT Committee
Current Position
ICT Strategies
Frameworks
ICT Infrastructure
Budgets

12. A Case Study
Case study – Leisure Networks Strategic Plan

13. Key Result Area: Internal Support
Objective: To provide quality, value adding, effective support
services 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. Key Result Area: Governance:
Objective: To remain a well governed, effectively managed and
sustainable 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. Key Result Area: Services:
Objective: To further provide needs based, quality services that
support 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

17. 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.

18. Next Steps
• As a result of our discussions and your reflections,
what are your first actions back in your workplace
around ICT planning?

19. 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?

20. 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.

21. 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

22. 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

23. Communities of Practice
CoP 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

24. Communities of Practice
iTaNGO Support:
Initial group meeting of CoP – facilitator to assist group
in setting direction and formulation of learning focus
Online tool provision, administration and guidance
Seed funding provision to each CoP

25. Communities of Practice
Group 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

26. Communities of Practice
Membership
• YOU!
• Interested people within the sector who are willing to
commit to collaborate and learn together about ICT
issues

27. Communities of Practice
Facilitator Skills:
All CoP’s require good, active facilitation and
management by a team of facilitators. Facilitators
network and connect community members, encouraging
participation, facilitating and seeding discussions, and
by keeping events and community activities engaging
and vibrant.

28. Where to next?
Become involved in the CoP
Come to the first CoP meeting

29. Where to next?
Subscribe to the iTaNGO newsletter
www.itango.infoxchange.net.au/subscribe