Workshop for Community Service OrganisationsWith Andrew Mahar, Executive Officer, InfoxchangeFacilitated by: Tracey Ezard, Jessup Ezard Consulting

Andrew Mahar, Executive Director, InfoxchangeTracey Ezard, Jessup Ezard ConsultingMark Egan, Infoxchange

Subtitle

Agenda– Introduction and Recap of iTaNGO

– ICT Planning – The Process

– Learning Circles

The Cloud, Infrastructure and Procurement

– Social Media

– ICT Challenges and Issues

– Creating Communities of Practice

Demonstration Project

Information Sessions

KnowledgeBase

Workshops

Communities of Practice

www.itango.infoxchange.net.au

Knowledge Base

Why does ICT matter?

Increase

effectiveness

of service

Increase strategic

opportunities

Decrease costs

Decrease Risk

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?

Transform

OptimiseService Delivery

Access to Stable and Secure IT • ICT is an efficient cost

• You have the basic tools in place• Stable & Secure

Get Stable and SecureFoundation of operational efficiency

Optimize Service Deliverythrough use of integrated applications

• ICT is a business enabler• Software improves service delivery• Knowledge management

Transform Your Workthrough innovative use of ICT

• ICT adds strategic value• ICT directly involved in serving clients• Tools for the sector

ICT Pyramid

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

ICT Planning Process: An Overview

Implement Plan

ICT Staff Committee

4

CEO & Board

1

Evaluate

Results (+/-)

5

ICT Board Committee

Create

ICT Plan

ICT Board

Committee

2

���� + $Approve &

Fund the Plan

Board of

Directors

3

What is a ICT Plan?

Budgets

ICT Infrastructure

Frameworks

ICT Strategies

Current Position

ICT Committee

Operational Management

Governance

A Case Study

Case study – Leisure Networks Strategic Plan

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

Key Result Area: Internal SupportObjective: To provide quality, value adding, effective support services to the organisation

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.

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

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.

Next Steps

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

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?

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.

Communities of Practice

develop good practice, guidelines and

procedures in the use of ICT

a forum for practitioners to help each other with everyday work needs and solve problems

ability to engage in

dialogue

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

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

Communities of PracticeiTaNGO 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

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

Communities of Practice

Membership

• YOU!

• Interested people within the sector who are willing to commit to collaborate and learn together about ICT issues

Communities of PracticeFacilitator 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.

Where to next?Become involved in the CoP

Come to the first CoP meeting

Where to next?

Subscribe to the iTaNGO newsletter

www.itango.infoxchange.net.au/subscribe