Post on 16-Jun-2020
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ICT INVESTMENT FRAMEWORK: STRATEGY
Education Agencies’
2011 – 2014
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CONTENTS
1. Foreword 2
2. ExecutiveSummary 3
3. StrategicContextoftheICTInvestmentFramework 5
3.1. Vision 5
3.2. Goals 5
3.3. Stream1–Direction 5
3.3.1. Process1–Defineandcommunicatethetargetstate 5
3.3.2. Process2–Defineinitiativesconsistentwiththetargetstate 5
3.3.3. Process3–MaintainSectorICTroadmap 5
3.4. Stream2–Execution 6
3.4.1. Process4–DevelopannualSectorICTworkprogramme 6
3.4.2. Process5–Endorseprojectplans,incl.keycross-agencystakeholders 6
3.4.3. Process6–ImplementandoperateSectorICTInfrastructureandServices 6
3.5. Stream3–Evaluation 6
3.5.1. Process7–Monitorandreportonriskstoworkplanandroadmapmilestones 6
3.5.2. Process8–Reportonperformanceagainstworkplanandroadmap 6
3.5.3. Process9–Conductpostimplementationandbenefitrealisationreview 7
3.6. GovernanceSystem 7
3.7.StrategyMap 8
4. OverviewoftheICTInvestmentFramework 9
4.1. PurposeoftheFramework 9
4.2. WhatisaSectorInitiative? 9
4.3. InitiativePrioritisation 9
5. ICTInvestmentFrameworkGuidelines 10
5.1. TheValue 10
5.1.1. DevelopmentofCriteria 10
5.1.2. TypesofInitiatives 11
5.1.3. CriteriaRatings 11
5.2. FrameworkTool 11
2 Education Agencies’ ICT Investment Framework: Strategy 2011 – 2014
1. FOREWORD
In2003theEducationSectorICTStandingCommitteewasestablishedtodriveandoverseethecollaborativedevelopmentanduseofICTacrosstheeducationsector.In2011,theICTStandingCommitteecomprisesthechiefexecutivesofCareersNewZealand,EducationReviewOffice,NewZealandQualificationsAuthority,NewZealandTeachersCouncil,TertiaryEducationCommission,andtheNationalLibraryofNewZealand,withtheSecretaryforEducation(andCEOoftheMinistryofEducation)asChair,togetherwiththebroaderparticipationofTeAhooTeKuraPounamu-TheCorrespondenceSchool,theMinistryofScienceandInnovation,andLearningMediaLimited.
Since2003,theCEOshavebeensupportedbyagroupofagencyChiefInformationOfficers(CIOs)andseniorbusinessmanagerstocoordinateICTinvestmentsacrosstheeducationsectortoenablethesectortoraiseeducationaloutcomesthrougheffective,efficientandtransformativeuseofICTforteaching,learning,researchandadministration.Thefocushasbeenonfoundationalinfrastructureformessagingandsecurity.
Inarecentreview,theStandingCommitteeconcludedthattheICTManagementCommitteeshouldnowfocusitseffortson‘Connecting the Sector to accelerate the free flow of quality information’.ThisEducation Agencies’ ICT Investment FrameworkisdesignedtoassisttheeducationagenciesindividuallyandcollectivelytoassessagencyICT-relatedinitiativesacrossanumberofconsistentandtransparentcriteriatodeterminethevalueandpriorityofproposedsectorICTinitiativesandthereforewhereinvestmentsshouldbemade.AsmanyoftheeducationagencieshavetheirownBoards,itisintendedthatthisframeworkbeintegratedintoagenciesstrategicandbusinessplanningprocessestoensurethatICTinvestmentacrosstheeducationsectoragenciesisaseffectiveaspossible.
Thisframeworkbuildsonitspredecessor,theICT Strategic Framework for Education(2006and2008)thatsought‘to improve learner achievement in an innovative education sector, fully connected and supported by the smart use of ICT’.Wehavelearntandachievedagreatdealsince2003.TheGovernment’srecentannouncementtosupportinvestmentinaNetworkforLearningwillprovidefurtherinfrastructureforconsiderablesystemicadvancesintheapplicationoftechnologytolearninginandbeyondeveryeducationalinstitutioninNewZealand.ThisEducation Agencies’ ICT Investment Frameworkwillprovidethemechanismtoguideandco-ordinateeducationagencyICTinvestmenttowardsthegovernment’svisionofimprovededucationoutcomesthrough‘the free flow of quality information’.
LesleyLongstoneChair,EducationSectorICTStandingCommitteeSecretaryforEducation
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2. EXECUTIVE SUMMARY
ThisdocumentsetsouthowtheEducationSectorICTInvestmentFrameworkwillbeoperatedandmaintainedtoensurethatanymoneyspentonSectorICTrepresentsthebestvalueformoney.Todothis,initiativeswillbeprioritisedinorderoftheirrelativecontributiontothevisionof“Connectingthesectortoacceleratethefreeflowofqualityinformation”.
TheICTInvestmentFrameworkwillenabletheEducationSectorICTManagementCommitteetoconsistentlyassessinitiativesacrossanumberoffairandtransparentcriteria,andtostandardisetheseassessmentsbycalculatingthevalueperdollarspent.Todothis,twokeyassessmentshavebeendevelopedandtested:TheValue,andTheMoney.
Thesector’svisionformsthecoreofthe“Value”assessment.Toworkouttangiblecriteriathatindividualinitiativescouldbeassessedagainst,thevisionwasdecomposedintothreecomponentpieces:“Connectingthesector”,“Acceleratethefreeflow”,and“Qualityinformation”.Foreachofthesepieces,anumberofcriteriawereselected.Whenaninitiativeisassessedagainstthesecriteria,ascorebetween1and10mustbeassigned.Toaidwiththis,ashortdescriptionofwhatconstitutesa1,5and10isrecorded,toensurethatinitiativesareratedwithinthesamelimits.
Toensurethatthe“Money”assessmenthassufficientrigor,thisframeworkutilisesanexistingapproachusedwithinthesector.ThisassessmentconsistsofninequestionswhichrepresentthedriversofcostinICTinvestments,howthesequestionsareansweredidentifiesanestimatedcostrangeforaninitiative.Todeterminethefinalcostofaninitiative,alevelofjudgmentisstillrequiredtopinpointtheexactcostwithintheidentifiedrange,althoughthisisintendedasaballparkfigure.
Withthe“value”andthe“money”quantified,thisframeworkcontainsanapproachforcalculatingthe“Valueformoneyindex”.Thisindexwillallowmultipleinitiativestobecomparedandrankedaccordingtothegreatestvalueformoney.Additionally,thisframeworkcontainslimitedguidanceaboutwhata“good”scoreis,andwhata“bad”scoreis,toaidintheevaluationofanindividualinitiativeinisolation.
Thelogicbehindtheframeworkiscontainedindetailwithinthisdocument,buttoensurethatthesectorcanactuallyapplytheframeworkinpracticeaneasytousetoolhasbeencreated.Itisenvisagedthatthetoolwillbeusedbyeachsectoragencytoevaluatetheirownideasforsectorinitiatives,beforesubmittingtheirproposalstotheICTManagementCommittee.Thisapproachensuresmaximumengagementfromsectorparticipants,whileenablingtheManagementCommitteetomaintaincontrolovertheprocessthroughapeerreviewofassessments,andhavingthefinaldecisionaroundwhatinitiativesappearontheSectorICTRoadmap.
WhenthisframeworkisconsistentlyappliedwithintheSector,wewillbeabletogiveallparticipantsassurancethatSectorICTinitiativesrepresenttruevalueformoney,havebeenselectedthroughafairandtransparentprocess,andare“Connectingthesectortoacceleratethefreeflowofqualityinformation”.
4 Education Agencies’ ICT Investment Framework: Strategy 2011 – 2014
EDUCATION AGENCIES’ TARGET STATE CONNECTING THE SECTOR
Thediagramaboveillustratescurrentandplannededucationsectorsharedassetsandserviceswhichunderpinourvisiontosupportthefreeflowofqualityinformationtoimproveeducationoutcomes.Note:thediagramdoesnotincludeallprojectscurrentlybeingscoped.AsprojectsgainmaturitytheywillbeassessedusingtheEducation Agencies’ ICT Investment Framework Prioritisation Tool.
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3. STRATEGIC CONTEXT OF THE ICT INVESTMENT FRAMEWORK
3.1. VisionTheEducationSectorICTManagementCommitteewithassistancefromwiderrepresentativesfromEducationSectoragencies,havedevelopedaunifyingconceptfortheICTManagementCommittee.Figure1belowdisplaystheUnifyingConcept,whichincludesaVisionfortheEducationSectorICTManagementCommittee’sroleineducationsectorICT.
3.2. GoalsTheManagementCommittee’sEducationSectorICTVisionwillbeachievedthroughdeliveryofthreegoals:
» Direction–Everyoneworkingtoaclearlyarticulatedroadmaptowardsasectorendorsedtargetstate
» Execution–EnsuringeverysectoragencywhodirectlybenefitsfromtheICTinitiativescontributetothedeliveryofsharedoutcomesasplanned
» Evaluation–ProvidingtheEducationSector’sICTStandingCommitteewithqualityinformationsothattheycanhaveafocusseddiscussionaroundthekeystrategicissues
BESTINTHE
WORLD
DrivingsectorICTinvestment
towardsacommonlyagreed,cohesive
targetstate.
COREPURPOSE
Removingtheroadblockstomakeinformationmoreopenand
accessibleforallparticipantsintheeducationsector.
VISION
Connectingthesectorto
acceleratethefreeflowofqualityinformation.
3.3. Stream 1 – DirectionThefirstchallengeinbringingtheEducationSectoragenciestogethertoachieveacommonvisionisensuringthateveryoneisworkingtoaclearlyarticulatedroadmaptowardsasectorendorsedtargetstate.Toachievethis,theICTManagementCommitteewilldefineandcommunicatethetargetstate,defineinitiativesconsistentwiththetargetstate,andmaintaintheSectorICTRoadmap.
TheICTManagementCommitteewillknowtheyhavebeensuccessfuliftheyachieveinthreeyears:
» 90%ofrelevantagencytier1,2and3executiveswhoendorsethetargetstate
» 100%alignmentbetweenagencyISSPsandtheSectorICTroadmap
3.3.1. PROCESS 1 – DEFINE AND COMMUNICATE THE TARGET STATE
ThechallengeinthisprocessistoengageallthesectoragenciesandgainagreementonwhatthetargetstateforEducationSectorICTis,andwhatthatmeansforagencies,providers,teachersandlearners.
Tobuildthecapabilityrequiredtoachieveourgoalsinthisarea,theICTManagementCommitteewillbedevelopinganinitialsectortargetstatethatshowstheconnectiontotheeducationsectorstrategies,goalsandpriorities.Thetargetstatewillbetestedandrefinedthroughouttheyear.
3.3.2. PROCESS 2 – DEFINE INITIATIVES CONSISTENT WITH THE TARGET STATE
Thisprocessistheconduitagencieswillusetogettheirsectorinitiativesontheroadmap.Whenanagencyhasanideaforanewinitiative,theywillusethecommonlyagreedprocesstodeterminewhetheritshouldproceedasanindividualagency,sector,orAll-of-Governmentinitiative.Sectorinitiativeswillthenproceedthroughtheprioritisationframework(outlinedlaterinthisdocument)wheretheywillbemeasuredfortheircontributiontothetargetstateandslottedintotheroadmap.
Tobuildthecapabilityrequiredtoachieveourgoalsinthisarea,theICTManagementCommitteewilldevelopacommoninvestmentframeworktoidentify,screenandprioritiseinitiatives.Thisdocumentrepresentsthefirstpieceofworkinthischangeinitiative.
3.3.3. PROCESS 3 – MAINTAIN SECTOR ICT ROADMAP
TheSectorICTroadmapmustbealivingdocumentthatisregularlyupdatedwiththestatusofinitiatives,andaddsorremovesinitiativesasprioritieschange.
Figure1:EducationSectorICTManagementCommitteeUnifyingConcept
THEENGINEROOM
Informationconnectivity
betweensectorparticipants.
6 Education Agencies’ ICT Investment Framework: Strategy 2011 – 2014
Tobuildthecapabilityrequiredtoachieveourgoalsinthisarea,theICTManagementCommitteewilldevelopaclearconsolidatedsectorroadmapwithachievablemilestonesbasedonthebestviewcurrentlyavailableofthesectorinitiativesthatarerequiredinthecomingyears.
3.4. Stream 2 – ExecutionWitharoadmapdeveloped,theICTManagementCommitteewillbeoverseeingthedeliveryofsectorinitiatives.ThebiggestchallengewillbeensuringeverysectoragencythatdirectlybenefitsfromanICTinitiativecontributestothedeliveryofsharedoutcomesasplanned.
TheICTManagementCommitteewillknowtheyhavebeensuccessfuliftheyachieveinthreeyears:
» Keysectorprojectsdeliveredwithinscope,ontimeandtobudget–NSI,TLEC,ESAA,INTEL,ESIS
» 95%compliancewithservicelevelagreementswhendeliveringinitiatives
3.4.1. PROCESS 4 – DEVELOP ANNUAL SECTOR ICT WORK PROGRAMME
TheannualSectorICTWorkProgrammewillbecreatedbytakingaoneyearviewoftheSectorroadmap.Thedifferencebetweenthetwodocumentsisthattheworkprogrammewillcontainahigherlevelofdetailincludingresourcesassignedtoinitiatives,budgets,fundingarrangements,anddetailedmilestones.
Tobuildthecapabilityrequiredtoachieveourgoalsinthisarea,theICTManagementCommitteewillimplementaprotocolthatensuresthepeoplewhobenefitfromaninitiativearecontributingtothedevelopment,andthatservicesarescalableandsustainable.
3.4.2. PROCESS 5 – ENDORSE PROJECT PLANS, INCL. KEY CROSS-AGENCY STAKEHOLDERS
Inthisprocess,theprojectteamsforeachinitiativewillputtogetheraprojectplanaccordingtothecommonlyagreedguidelines,andpresentittotheICTManagementCommitteeforendorsement.Thepurposeofendorsementistoensurethattheprojectisbeingdeliveredinlinewithexpectations,andthatallkeycross-agencystakeholdersareactivelyinvolvedandhavebeenconsulted.
Tobuildthecapabilityrequiredtoachieveourgoalsinthisarea,theICTManagementCommitteewillexpandprojectplanstoincludedescriptionsoftherespectivecross-agencyresponsibilities.
3.4.3. PROCESS 6 – IMPLEMENT AND OPERATE SECTOR ICT INFRASTRUCTURE AND SERVICES
Withanendorsedprojectplan,theprojectteamscanproceedwithimplementingandoperatingtheSectorICTinitiatives.Thisprocesswillrequireadequatesign-offpointsatkeymilestoneswithkeycross-agencystakeholders,andtheICTManagementCommittee.
Tobuildthecapabilityrequiredtoachieveourgoalsinthisarea,theICTManagementCommitteewillmodifythedesignprinciplestoensureservicesarefuture-proofedforeverysectorparticipant.
3.5. Stream 3 – EvaluationForSectorICTtotrulyproveitsvaluetothesector,wemustaccuratelymonitorandreportonourprogress,andevaluatethebenefitsofourinitiativesinordertoprovidetheStandingCommitteewithqualityinformationsothattheycanhaveafocuseddiscussionaroundthekeystrategicissues.
TheICTManagementCommitteewillknowtheyhavebeensuccessfuliftheyachieveinthreeyears:
» 95%ofinitiativesrealisethebenefitsintheplannedtimeframes
» 95%ofdesiredbenefitsarerealised
» 20%increasefromtodayin$valueofannualefficiencysavingsfromconnectingsectorICT
3.5.1. PROCESS 7 – MONITOR AND REPORT ON RISKS TO WORK PLAN AND ROADMAP MILESTONES
Projectteamswillhavetheresponsibilityofproactivelyreportingonriskstotheirprojectsintermsoftheworkplan,andthemilestonestheyhavepromisedtodeliver.ThisinformationwillbegiventotheICTManagementCommitteewhowillreprioritisework,orre-allocateresourcestoensurecriticalmilestonescanstillbeachieved.
Tobuildthecapabilityrequiredtoachieveourgoalsinthisarea,theICTManagementCommitteewillembedaprocesstoobtainproactivequalityinformationfromprojectteamstomitigatetherisks.
3.5.2. PROCESS 8 – REPORT ON PERFORMANCE AGAINST WORK PLAN AND ROADMAP
Periodically,projectteamswillberequiredtosubmitstatusreportsalignedtostagereviewstotheICTManagementCommittee.Thesereportswilloutlinewhatworkhasbeenachievedtodate,anyprojectissues,budgetstatus,and
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expectedprogressbeforethenextupdate.TheManagementCommitteewillusethesereportsastheirprimarymeansofevaluatingtheprogressoftheroadmap,andgainingconfidencethatallprojectsareontrack.
Tobuildthecapabilityrequiredtoachieveourgoalsinthisarea,theICTManagementCommitteewillrefocusreportingarounddeliveringontheworkplanandroadmapinthecontextofthetargetstate.
3.5.3. PROCESS 9 – CONDUCT POST IMPLEMENTATION AND BENEFIT REALISATION REVIEW
Followingthesuccessfulimplementationofaproject,theICTManagementCommitteewillworkwiththeprojectteamtoconductastagedpostimplementationandbenefitrealisationreview.ThisworkisfundamentalinordertoprovethatSectorICTisworththemoneybeinginvestedinit,andisachievingthebenefitsthatwerepromised.Ifbenefitshavenotbeenachieved,adecisionmustbemadeastowhetheranotherinitiativeisrequired,ortheinitiativeneedsmoretimeand/orrevisiontobegindeliveringresults.
TheICTManagementCommitteecurrentlyhasallthecapabilityrequiredtoachieveourgoalsinthisarea.
3.6. Governance SystemTheICTInvestmentFrameworkisownedbytheEducation Sector ICT Management Committee.Theyareresponsibleforupdatingthethreeelementsofthisdocument:theprocess,theframeworkandtheroadmap.
TheICTManagementCommitteehasbeentaskedwiththisrolebytheEducation Sector ICT Standing Committee.TheManagementCommitteewillreporttotheStandingCommitteeperiodically,andtakeguidanceregardingthetargetstateoftheEducationSectorandthestrategicdirection.
IndividualinitiativeswillbedeliveredbyProject TeamsfromwithintheLead Agencyidentifiedforeachinitiative.TheseProjectTeamswillmaintaintheiraccountabilitywithintheiragency,butwillberequiredtocomplywiththisframeworkwhenworkingonSectorICTinitiatives.
TheICTManagementCommitteewillmonitorandreportonoverallrisksandassociatedmitigationactionstoachievingtheworkprogrammeandtargetstate.
EDUCATION AGENCY CEOs’ FORUM
Education Sector ICT Standing Committee (CEs)Chair: Secretary for Education (MoE)
Education Sector ICT Management Committee (CIOs)Chair: Secretary for Education (MoE)
Infrastructure, Identity and Interoperability Focus
Sector Leadership Group (Tertiary)Chair: Secretary for Education (MoE)
Tertiary Information Governance GroupChair: General Manager, Strategy planning and information directorate (TEC)
Tertiary Data Management GroupChair: Manager, Data and Data Analysis (NZQA)
AoG & EducationSector AlignmentWorking GroupChair: CIO (MoE)
ICT Services Working GroupChair: Sector EngagementManager (MoE)
ICT Futures & Standards Working GroupChair: Senior Manager,Business and TechnologySolutions
8 Education Agencies’ ICT Investment Framework: Strategy 2011 – 2014
Figure2:ICTManagementCommitteeStrategyMap
3.7. Strategy Map
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4. OVERVIEW OF THE ICT INVESTMENT FRAMEWORK
4.1. Purpose of the FrameworkTheEducationSectorICTManagementCommitteeisresponsibleforensuringSectoragenciesaredefiningsectorICTinitiativesconsistentwiththetargetstate.TheframeworkenablestheICTManagementCommitteetoassesswhetheranICTinitiativeisasectorinitiativeandthenprioritisethesectorinitiativesbasedontheir“valueformoney”.TheEducation Agencies’ ICT Investment Framework Prioritisation Toolwhichdescribestheassessmentprocessforsectorinitiativesisacompaniondocumenttothisstrategy.Theprocessisbrieflyoutlinedbelow.
4.2. What is a Sector Initiative?AnICTinitiativewillfallintooneofthreecategories:individualagency,sectororallofgovernment.
ForthepurposeoftheICTInvestmentFramework,aninitiativeisdefinedasasectorinitiativeif:
» Morethanonesectorparticipantwillusetheproduct/servicecreatedbytheinitiativeintheirownrightsOR
» AnagencyhasspecificrequirementsregardingdatathatmustbecollectedbyanotheragencyOR
» Thereisnotanobviousagencytotakeownershipoftheinitiative
However,aninitiativeisdeterminedtonotbeasectorinitiativeif:
» Anotheragencyreceivestheoutput/informationfromaninitiativebutdoesnothaveotheruniquerequirements.
4.3. Initiative PrioritisationOnceaninitiativeisidentifiedasasectorinitiativeitshouldbeprioritisedbasedonitsrelativevalueformoneyagainstallotherSectorinitiatives.
InordertodothistheICTInvestmentFrameworkevaluatestwofactors:
» Theinitiative’scontributiontotheachievementoftheeducationsectorvisionof“Connectingthesectortoacceleratethefree-flowofqualityinformation”(the“value”)
» Theestimatedcostofeachinitiative(the“money”)
10 Education Agencies’ ICT Investment Framework: Strategy 2011 – 2014
5. ICT INVESTMENT FRAMEWORK GUIDELINES
5.1. The ValueInordertomeaningfullycompareinitiatives,theframeworkmustproducestandardisedscoresforeachinitiativebasedonacommonsetofcriteriathatreflectthevalueofeachinitiative.
5.1.1. DEVELOPMENT OF CRITERIA
TodemonstratethatasectorICTinitiativeismakingacontributiontothevision,criteriahavebeendevelopedandgroupedunderthe3distinctpartsofthevisionasoutlinedinFigure3below:
Connectingthesectorto... ...acceleratetheFree-Flow... ...ofQualityInformation
INTEROPERABILITY
1. Applications“talktooneanother”usingcommonstandards
2. Solutionsareplatformindependent
INTEGRATED NETWORKS
3. Strengthensorfurtherconnectstheinfrastructureofthesector
4. RationalisesICTinfrastructureandsoftware
ACCESSIBILITY
5. Dataisdiscoverable
6. Dataisavailablewhenandwhereitisneeded
7. Compatibilitywithexistingpersonalanddigitaldevices
SECURITY
8. Securitylevelisalignedtosensitivityofinformation
9. Dataisfreelyavailabletoonlythosewhoareauthorisedtouseit
EASE OF USE
10.Consistentuser-experienceacrossthesector
11.Applicationisintuitive
12.Enablescollaborationbetweensectorparticipants
SCALABILITY
13.Usesvirtualisationor“thecloud”toensuretimely,scalableandsupportableservices
14.Alignmentwithagreedsectorarchitecture
COMPLETENESS
15.Dataisonlycollectedonce
16.Enablesasingleviewofdata
17.Enablescontinuousavailabilityofdata
RELEVANCE
18.Dataisavailableinaformuserscanuse
19.Datapresentedisthedatauserrequiresatthetime
ACCURACY
20.Customerscantrusttheauthorityandintegrityofthedatatheyreceive
21.Changestodataareauditableandtransparent
22.Clearownershipof,andaccountabilityfor,data
TIMELINESS
23.Dataisup-to-date
Figure3:CriteriaAlignedtotheVision
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5.1.2. TYPES OF INITIATIVES
Theinitiativesthatwillberequiredtousetheframeworkwillfallintooneormoreoffourcategories:
» Initiativesondevelopingorupdatingsoftware(Software)
» Initiativesondevelopingorimprovinginfrastructureconnectingsectorparticipants(Infrastructure)
» InitiativesrelatingtobusinessprocessesaroundtheuseofSectorICT(Operations)
» Initiativesconcerningthecollection,storageandaccuracyoruseofdata(Data)
Thecategoriesaninitiativefallsintowilldefinethespecificcriteriaaninitiativewillberatedagainst.
5.1.3. CRITERIA RATINGS
Foreachofthecriteria,sectorinitiativeswillbegivenaratingfromonetotenbasedontowhatdegreethesectorICTinitiativealignstothespecificcriteria.Toaidthis,theaccompanyingdocumentEducationAgencies’InvestmentFramework:PrioritisationToolcontainsguidelinesofwhatconstitutesaratingof1,5and10.
Usingtheseguidelines,aweightedvaluescoreiscalculatedfromtheindividualcriteriaratingsforeachproposedinitiative.
Whereappropriate,ratingsof1havebeendesignedtogobeyondsimplysayinganinitiativedoesnotaligntothecriteriabutinsteadindicatesthatitactuallyhasanegativeimpactontheintendedbenefitofthecriteria.
5.2. Framework ToolTheEducationAgencies’ICTInvestmentFrameworkPrioritisationToolissupportedbyanExcel-basedtooltotakeinitiativesthroughtheframeworkvia3steps:
» Step1:Verifywhatsortofinitiativeisbeingprocessed
» Step2:Assessinitiativeagainstrelevantcriteria
» Step3:Estimateacostrangefortheinitiative.
EachstepguidestheuserthroughthequestionsandcriteriaoutlinedinFigure3toassessthevalueformoneyofaproposedsectorICTinitiative.Ithasbeendesignedtoalloweasyandquickassessment.ItisenvisagedthattheassessmentwillbecompletedbythepeoplewhogeneratetheideaoftheproposedinitiativewiththeassistanceofanICTexpert.Oncetheassessmentiscompleted,thetoolwillgenerateastandardisedreportontheproposedinitiativeforinclusionintheprojectproposalthatwillbepresentedtotheICTManagementCommitteeforconsideration.
14 Education Agencies’ ICT Investment Framework: Strategy 2011 – 2014