IT Strategy for Local Government A strategy for tomorrow that begins today!
LGICT Committee Revised December 2011
The Municipal Association of Victoria (MAV) is the statutory peak body for local government in Victoria, representing all 79 municipal councils within the state. This strategy has been prepared by the MAV to ensure that the activities of the LGICT committee are well understood, that key participants including State government agencies, industry consultants and vendors also have input to the development of initiatives and projects at appropriate stages. For further information, please contact Brendan O’Loughlin (03) 9667 5555
Version
Dated
V1.
August 2010
V.2
December 2011
Revisions/Amendments Revised Future Priorities for ‘Long Term Activity’
Contents 1.
Background...................................................................................................................... 3
2.
Overview.......................................................................................................................... 3
3.
LGICT Guiding Principles ............................................................................................. 3
4.
Longer Term Objectives ................................................................................................. 4
5.
HOW DO WE GET THERE? ......................................................................................... 5
6.
Principle Recommendations ......................................................................................... 9
7.
Detailed Action Plan .................................................................................................... 10 Short Term Activity ............................................................................................... 10 ICT Maturity Assessment and Improvement Plan ................................................. 11 Opportunities for Increased E-Services................................................................. 11 People Development ............................................................................................ 11 Establish Performance and Success Metrics ........................................................ 11
8.
Program Approach ....................................................................................................... 12 Executive Presentation ......................................................................................... 12 Guided Self Assessment Workshops .................................................................... 12 Improvement Plan................................................................................................. 13 Executive Debrief and Report ............................................................................... 13 Follow-up Report .................................................................................................. 14 Long Term Activity – Updated December 2011 ..................................................... 15
9.
CRITICAL SUCCESS FACTORS ................................................................................ 17
10.
Background Documentation ................................................................................... 18
Appendix 1 – GARTNER ICT Strategy Templates .......................................................... 19 Appendix 2 – ICT Maturity Overview (Sample) .............................................................. 22 Appendix 3 – Self Assessment Report (Sample) .............................................................. 23
LGICT Strategy Framework
1. Background To address the current and future challenges facing Local Government (LG) the Local Government ICT Steering Committee (LGICT) has developed an ICT Sector Strategy that details ICT strategies and subsequent priorities to support the LG business sector.i In guiding the evolution of those strategies the LGICT regularly review their progress and appropriateness relevant to the issues facing LG and where applicable adjust accordingly. As part of the review process Gartner (International Technology Research and Business Leader Insight) were engaged together with Strategic Directions Group and Votar Partners (Independent Consultancies providing LG Sector Knowledge). Key outputs from subsequent workshops included development of ICT Strategy and Templates and a refinement of an ICT Strategy Framework for LG Victoria.ii The latter activity confirmed the proposed strategies for the ‘Next 12 Months’ and the “Longer Term of 2- 5 years”.
2. Overview VISION “Local Government in Victoria demonstrates leadership in ICT to support effective delivery of community services”
GUIDING PRINCIPLES Existing LGICT strategies provide critical guidance for Councils in their utilisation of ICT and are supported by a set of “Guiding Principles”. These principles require consideration when developing the Longer Term Strategies and are listed in the following table.
3. LGICT Guiding Principles Principle Deliver business value through improved processes Establish shared standards for infrastructure and applications Leverage procurement & vendor management Support the diversity of business priorities across Local Government Develop strong project management capabilities Optimise usage of shared skills and resources Make appropriate use of shared services and selective outsourcing Deliver effective ICT governance Provide balanced approach to risk management
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Operational Intent Consistent reuse of common standards drives efficiency Promote economy of scale and standardised processes Gain maximum tactical and strategic value from Suppliers Recognise local requirements rather than a “one size fits all’ approach Ensure outcomes are delivered and benefits realised Collaborate for effective delivery Consider core business and most cost effective ICT service delivery model Incorporate information assurance into all strands of strategy Enable risk appetite to be localised
LGICT Strategy Framework
4. Longer Term Objectives The Longer Term Objectives were identified in conjunction with an ICT Services Framework Review conducted in August 2009 which detailed the objectives for both the Short Term (next 12 Months) and the Longer Term (2-5 Years). Where appropriate these goals and objectives were aligned to the published MAV Strategic Plan 2010 – 2011iii. The objectives are reviewed annually with each revision of the MAV Strategic Plan to ensure that ICT services continue to support the business needs of the organisation and are listed below. Increase Quality and Value of ICT Services Increase Stakeholder Engagement Enable/Implement e-services initiatives Revise ICT Sector Priorities and Align Individual ICT Strategies Measure alignment to Local Government priorities Communicate/promote our success
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LGICT Strategy Framework
5. HOW DO WE GET THERE? Approach A Reference group was formed with members of the LGICT providing the base data comprising known and documented strategies, principles, priorities, Short and Long term objectives. Strategic Directions Group was engaged to analyse the data and combine sector and wider industry knowledge with thought leadership to assist elaborating the Long Term Strategies. As Votar Partners were engaged to deliver detail concerning the short term objectives, they have subsequently been engaged to ensure synchronisation with the Longer Term Objectives. A “Discussion Framework” was prepared and circulated to LGICT members for discussion and feedback. The outcomes of these discussions were documented separately and has been used as input to the development of this strategy. At the rear of this document is a list of some of the background material utilised in the research process. Overview The LGICT Strategy Framework is designed to support the MAV plan Strategic Plan 2009/10 – 2011/12 and ensure that ongoing ICT services meet the expectations of members, staff, and other stakeholders. A review of the MAV Plan did not reveal a high level of focus on the significance of ICT and the benefits that technology based initiatives can bring to Local Government. During the term of the LGICT Strategic Plan, the business requirements of LGICT will change and new technologies will emerge. It is critical that the LGICT Strategic Plan is reviewed (and refreshed) annually and considered during the business planning and performance review processes conducted monthly by the LGICT Committee. The review process will re-assess the goals and objectives, and most importantly, update the ICT program of work. LGICT currently have in place ICT Priorities for the Local Government Sector and the associated Priority Projects are detailed in the document LGICT “Local Government ICT Sector – Defining ICT Strategies and Priorities” dated Mar 2007. In developing the Long Term Strategies consideration was also given to the current Strategy Focus Areas which are listed below:
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LGICT Strategy Framework
Current Strategy Focus Areas Focus Improved alignment of IT to business priorities
o o
Effective shared services model
o
Optimum resource development & utilisation
o
Integrated government interfaces Reliable and efficient ICT service delivery Communicate/promote our success Develop strategic vendor relationships Increased Sustainability
o o o o o o o o
Imperatives Align IT Strategy and IT Operational Plans to Council business priorities Develop performance measurement and reporting templates Establish initial programmes to develop shares services Develop centres of excellence & knowledge sharing Provide enhanced training opportunities Develop standard interfaces to State and Federal Government Support consolidation & virtualisation Develop BCP and DR plans Align IT Strategy and IT Operational Plans to business priorities Develop performance measurement and reporting templates Generate strategic value, particularly with local providers Enable sustainable Green ICT initiatives for whole of LG Sector
Wider Industry Perspectives, the Future & the “Digital Economy” In developing the Longer Term Strategy consideration of some of the ‘major’ challenges facing Local Government need observing. Examples of such challenges are climate change, cyber security, privacy protection, automated self services and economic growth, all of which can be addressed with the efficient utilisation of technology. Critical for the successful delivery of future Community Services will be recognition by Local Government and MAV Management of the importance of technology to manage those challenges and provide the services required. Local Government operations will become more and more dependent on the ability to conduct transactions and share information online and the potential rollout of the national broadband network (NBN) is all about technology providing the platform to address those ‘major’ challenges and enable the Digital Economy become reality. There exits considerable debate about the impact and value of the potential NBN and introduction of the term ‘Digital Economy’. Clearly ICT and related services will drive this evolving knowledge-based economy and in order to be successful in this new environment it is imperative that Council bodies become flexible, highly adaptable and open to change. An opportunity exists for Local Government to show leadership by proactively engaging with the community an example being to sponsor community and club based portals. The logic being that by offering a basis to support community clubs and organisations those entities will themselves be encouraged to take up the technology and be likely to improve on the LG initiative with their own intellect and knowledge, thus spurning the ever increasing use of technology etc
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LGICT Strategy Framework
Commentary says the Digital Economy should be lead by the private sector with roles of Federal, State and Local Government being to develop programs and policies to facilitate support. Specifically Councils needs to consider a number of strategies to support the success of the new economy as foundation for enabling it to deliver enhanced services to the community. Such strategies could include:
Investing in people; creating a skilled workforce supported by management Nurturing private sector entrepreneurs as they will be the drivers of the new economy Encourage implementation of state-of-the-art infrastructure Collaborating to create high-tech clusters and centre’s of excellence Creating customer-oriented government Streamlining standards and processes Elevating the significance of ICT overall within LG and MAV
Research Organisations iv have concluded that the single most important policy focus for this new economy hinges on "investment in people". A skilled work force and community will become an increasingly important cornerstone for economic growth and too, the recognition by senior levels of LG Management of the increasing use of technologies to determine the quality of Community Services programs. It is the consensus of many economists that the creation of new jobs will come not from the attraction of existing business but from the entrepreneurs. Local Government and Councils need to nurture entrepreneurs and encourage innovation particularly with streamlined business processes to support the implementation of innovation. International experience shows Councils will be open to increasing competition for service delivery if they are not in a position to embrace emerging technology opportunities. Once Councils have a skilled workforce in place and have created an atmosphere conducive to new businesses, it must provide the infrastructure to support them, specifically digital infrastructure. The knowledge-based economy relies heavily on digital commerce, and the availability of advanced broadband capabilities and telecommunications will be critical to the success of businesses grounded in the new economy. All future planning activities within Local Government policy groups need to consider or even mandate the capability to enable digital infrastructure to be embedded into Council’s operating credence. Collaboration is a key component of success in the new economy. LGICT needs to continue encouraging collaboration between Councils to effect implementation of standardized processes across common infrastructure and business applications. According to the Progressive Policy Institute, the most successful States in America in the new economy are those with the most effective collaborative networks. LGICT’s objectives relating to the formation of Centre’s of Excellence fit comfortably within this strategy however to be most effective, needs transparent support from LG Management and its own governing body, the MAV. Increasing customer focused service with enablement of proactive automated services is critical to economic growth in the new economy. In order for Councils to achieve this transformation, they must become flexible yet accountable and performance-oriented. LGICT’s objective of establishing performance and success metrics will considerably aid the continuous improvement process required for the transition to the evolving customer service focused economy.
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LGICT Strategy Framework
To achieve many of the strategies listed, Councils need to continue the process of implementing common standards and where applicable consider sharing services or reviewing how their services are delivered, ie in-house or provided from external sources. Councils that ease the time and expense of providing services will catch the attention of businesses looking for geographical locations that will help them conduct business more efficiently. Finally, for the above to be achieved the need exist for a centralized LGICT body to drive the collaboration and resource sharing, implement the common standards, promote the technological innovation, and manage the programs across Local Government in a manner that its significance for the delivery of cost effective community services is fully recognized by Local Government Management and MAV. The importance and value that this body can bring to support the survival within the Digital Economy is such that it needs elevation within Local Government & MAV and should be apportioned appropriate funding to enable it to deliver the major cost savings opportunities that exist across Local Government.
Short Term Objectives LGICT’s ‘Short Term’ objectives lay the foundation for a successful transition to the new world which is increasingly knowledge-driven and ideas based, where the keys to wealth and job creation are the extent to which ideas, innovation, and technology are embedded in all sectors of the economyv. Of particular note is the objective to “Establish Centres of Excellence (CoE) for ICT Disciplines”. Charters for CoE Frameworks have been developed and whilst these collaborative activities are in their infancy they are a key enabler to the increasing the quality and value of ICT Services to the community. With current limited resources available their continued success requires support from LG Management including the MAV Executive. Key influencers to the success of the Longer Term Strategy will be the use of common ICT Strategy Templates, the use of common performance and success metrics, and the identification of opportunities for increased e-services. To achieve the short term objectives any proposed initiatives must be easily implemented, relevant to the members regardless of size and issues faced, and most of all be sustainable over the long term.
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LGICT Strategy Framework
6. Principle Recommendations Objective o o
Increase Quality and Value of ICT Services
o o o o o o
Increase Stakeholder Engagement o o
o Enable/Implement Digital Economy initiatives
o
o
Revise ICT Sector Priorities and Align Individual ICT Strategies
Measure alignment to Local Government priorities
Communicate/promote our success
o o o o o o o o o
Actions Implement ICT Strategy Toolset Implement ICT Maturity Assessment and Improvement Plan Implement ICT Performance Measures and KPI’s Develop the role of the CoE’s to support delivery of quality ICT services across Local Gov Enhance DR capabilities within the sector Actively research and promote improved ICT service delivery models Develop and publish service standards, governance & benchmarks for LG in Victoria Actively engage with State government, MAV Executive & Key technologists o 2 way communication – ie promote LG initiatives to MAV & Government & understand initiatives and opportunities for LG in Vic Develop / deliver LGICT Peak Body role within LG & MAV Define opportunities for digital economy services in Local Government (separate internal vs customer facing) Coordinate whole of sector responses to e-service opportunities (this may be through shared services, joint projects, and shared knowledge) Actively promote Local Government e-service and digital economy requirements to ICT vendors & work with vendors as appropriate via a centralised Vendor Management function Actively monitor opportunities created through NBN / Digital Economy initiatives Build on ICT Strategy Toolset implemented in Yr 1 Develop model for coordinated ICT strategy and measure alignment of individual ICT strategies (consider self-assessment model with scorecard?) Undertake annual review of Sector ICT Strategy & publish updated strategy at Annual Conf As above – self assessment model with whole of sector scorecard Interface to CoE’s to provide support for major gaps Present strategy & scorecard annually at conference Encourage two-way feedback from LG CIO’s (consider Social Networking model) Create secure environment with access for LG members only, to encourage open discussion between LG’s and LGICT Individual projects / initiatives to be presented (by Project Mgr) at annual conference & promoted through Case Studies to all LG CIO’s
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IT Strategy Framework
7. Detailed Action Plan This section provides a summary of the key ICT initiatives and actions required to achieve the Log Term Objectives discussed in the Strategic Framework. Short Term Activity The first table relates to those activity stemming from the shorter term strategy and are deemed a prerequisite for the Longer Term Actions Key Strategic Focus Areas Improved Alignment of IT to Business Priorities
Maintain Strategy Principles Complete Development of Short Term Goals MAV Strategic Plan 2010-2010 Implement ‘Councils Reforming Business’ initiatives -reduce costs and share services Include short term goals ie– MAV Intranet, Client Management System, Procurement Initiatives
Effective Shared Services Model
Long Term Objectives
Optimum Resource Development & Utilisation
Integrated Govt Interfaces
Reliable & Efficient ICT Service Delivery
Increase Quality and Value of ICT Services
Increase Stakeholder Engagemen t
Enable eservices initiatives
Revise ICT Sector Priorities and Align Individual ICT Strategies
Measure alignment to Local Government priorities
Communicate/pro mote our success
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IT Strategy Framework
ICT Maturity Assessment and Improvement Plan The purpose of this initiative is to provide each council with the tools needed to allow IT and Executive Management to have a common dialog on council’s strategy, understand what IT services are needed to support or deliver those services and properly prioritise the financial element of the project/s needed to deliver the strategy. Misalignment of business and IT functions is a common issue across all industry sectors and local government may experience this frustration to a greater degree due to a general lack of understanding of how IT services support delivery of community facing initiatives. During the initial assessment phase of the program the guided self assessment workshops will identify existing council strategic and business planning processes, integration with the IT plan and the templates used to achieve this, based on the outcomes the appropriate template/s can be provided to allow the council to make an improvement in this area. Appendix 1 contains sample templates. Opportunities for Increased E-Services Community demand for e-services will definitely increase and councils will need to respond to this, however caution is needed in this area to ensure that the most appropriate business functions/transactions are enabled electronically. This caution is needed due to the hype often surrounding e-services and just because something can be processed online doesn’t mean the public will actually use the service or that it will create value for council. The assessment phase for this area will discover council specific demands for eservices, this will be built on local community requests, broader WoVG initiatives and other considerations. As this element of the assessment phase is completed, trends will be able to be identified that can be used by the LGICT to refine any offerings delivered to the sector on this front. People Development Increasing the capabilities of IT leadership within an organisation is regularly cited as one of the key challenges facing any organisation with an IT function. This pressure is becoming increasing apparent due to the generational change in workforces with large numbers of senior personnel approaching retirement within the next few years as well as the fundamental changes occurring in IT Service Delivery. The guided self assessment workshop for this element is designed to identify potential candidates for IT leadership roles within council, identify gaps in their professional skills, develop a plan to build their capabilities over time to meet the desired level to assume a greater leadership role. Establish Performance and Success Metrics This is perhaps the most complex and important component of the 12 month initiatives as meaningful metrics and measures can be used drive the ongoing adoption of the ICT Strategy across the sector. The benefit of properly developed metrics is that they can be used at the lowest level (specific to a single council) but also aggregated to present a picture of activity across the sector. The guided self assessment workshops for this element will be used to primarily communicate the measures as well as determining the capacity of a council to capture and measure their progress with their existing systems and processes.
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IT Strategy Framework
It is important to note that the metrics will NOT be technical in nature (e.g. capacity planning type measures of storage availability etc) but rather service focused aimed at capturing the value that IT services are delivering to their council.
8. Program Approach This section outlines the activities of the ICT Maturity Assessment and Improvement Program in further detail. Executive Presentation Description Presentation to Executive Management within council setting the framework of the program and allowing opportunity for executive management to communicate any council specific issues and goals. Responsibility Workshop Facilitator Activities ( * denotes recurring activities) The details included in the presentation includes: 1. Purpose of the program 2. Timeline of activities 3. Expected Benefits 4. Role played by Executive Management By having the Executive Team engaged from the outset of the process it means that the Duration
Staffing
30 minutes
Executive Management Team
Guided Self Assessment Workshops Description The workshop sessions are designed to allow council to self assess its current position against an accepted best practice (ISO 20000) in specific areas. The self assessment is guided to ensure that a balanced picture is presented and used as a basis for formulating improvement actions. Responsibility Workshop Facilitator Activities ( * denotes recurring activities) The elements of the self assessment include: 1. IT Strategy Planning (Templates and Toolkits) 2. E-Services 3. People Development 4. Performance Metrics and Measures Duration
Staffing
4 Hours
IT team and key business stakeholders
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IT Strategy Framework
Improvement Plan Description The improvement plan is created by the workshop attendees and is guided by the facilitator to ensure that actions identified are realistic within the context of councils current resources and capabilities. Responsibility Workshop Attendees / Facilitator Activities ( * denotes recurring activities) The improvement plan will show the current position of council per assessment element, display the desired state as well as agreed actions to improve the current position. Duration
Staffing
4 Hours (included in workshop process)
IT team and key business stakeholders
Executive Debrief and Report Description Develop a report outlining the findings of the workshops, executive management can use this to reference as the existing state and measure improvement actions and progress over time. Responsibility Workshop Facilitator Activities ( * denotes recurring activities) Develop report outlining: 1. Elements of self assessment (best practice measure) 2. Current position of council per measure 3. Improvement actions identified by team 4. Independent recommendations 5. Expected outcomes and benefits if applied Duration
Staffing
NA
NA
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IT Strategy Framework
Follow-up Report Description The follow up report is designed to measure progress, it focuses on what has been achieved out of the proposed action items. It also provides a forum for assessing priorities and adjusting the planned actions to align with the latest business environment within council. Responsibility Workshop Facilitator Activities ( * denotes recurring activities) Perform guided self assessment activities as per 4.2 with focus on actual progress of action items Duration
Staffing
4 Hours
IT team and key business stakeholders
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IT Strategy Framework
Long Term Activity – Updated December 2011
Year 1 (Visibility & Capability)
Year 2(Capability & Sharing)
Year 3 (Sharing)
Year 4 (Innovation)
Engage Communications Officer Raise visibility & promote significance of LGICT within LG & MAV. Develop strategy with MAV to include ICT in formal Business Planning Process Create funding model to sponsor LGICT initiatives
Develop cost models to support delivery of core and non core services
Develop proactive common automated customer services
Implement Location aware services that drive energy efficient operations. Eg smart metering, community safety, location specific mobile services
Develop Standardised processes and common Applications & H/W infrastructure
Continue sponsor consolidation of infrastructure services between LG IT Depts.
Implement LGICT PMO to ensure project delivery governance and report progress.
Provide Technical Direction across key issues & reengage key technologists
Encourage standardised Service Delivery and Performance Management model to minimise retraining and to increase IT Depts’s visibility & Value. LGICT to actively collaborate with MAV, DBCDE, NBN Co etc on Digital Economy opportunities in Victoria
Develop plan to deliver environmental savings and leverage Federal Broadband Investment through DC and infrastructure consolidations inc Regional/Local Dept Grouping Approach Implement business models to enable efficient procurement of Business Applications
Integrate information sharing across State & Federal Govt ie Create a mechanism for actively sharing geospatial info Ensure business ( local companies) catered for with stakeholder engagement processes
Expand utilisation of Digital Economy based services for all stakeholders, including Government, MAV, local business and community Utilise partnerships to encourage the development of new cost effective ICT services for LG and the community Implement common Personalised access to council services ie Bank A/Cs
Implement a Partnering program between councils & advance the maturity of CoE’s. (particular focus
Promote increased community engagement through Digital Economy
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IT Strategy Framework
on BCP/DR CoE) Enable Councils to leverage the value of emerging technologies without having to independently research and trial. Examples include; Mobility Cloud & Managed Services Sustainability
Coordinate utilisation of Cloud Services to deliver value ICT services to LG
Develop & Implement Vendor Management tools ensure maximum tactical & strategic value is derived from suppliers
Centrally Leverage State & federal government application initiatives on behalf of LG IT Depts
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IT Strategy Framework
9. CRITICAL SUCCESS FACTORS The LGICT Strategy Longer Term Objectives are detailed below together with their critical success factors: Objectives o Increase Quality and Value of ICT Services
Critical Success Factors Performance reports indicate improvement of key services
o
Improving value can be demonstrated (in business terms) through scorecard / performance reports
o
Active engagement with State Government and MAV Executive
o
LGICT promoting government opportunities to LG sector and representing LG sector back to State Government and MAV Executive
o
MAV include ICT in its Annual Strategic Plan
o
List of e-service initiatives published and activities / successes reported
o
Active input to Digital Economy initiatives in Victoria
o
Toolkit in place & utilised by 50% of Council’s in Yr 1, and increasing by 10% pa
Revise ICT Sector Priorities and Align Individual ICT Strategies
o
Self assessment model for alignment implemented
o
Gaps / major variations highlighted and used as input to annual revision of LG sector strategy
Measure alignment to Local Government priorities
o
LGICT assess alignment with LG priorities and promote results
o
Intranet / portal implemented & usage monitored (to ensure LG’s are using online service)
o
Initiatives and successes presented at annual conference – consider survey of LG CIO’s at end of conference
o
LG’s actively use LGICT as ‘Peak Body’ for ICT matters and source of knowledge for ICT service delivery
Increase Stakeholder Engagement
Enable/Implement digital economy initiatives
Communicate/promote our success
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IT Strategy Framework
10.
Background Documentation
Governments Digital Economy Future Directions Consultation Paper (Australia) Digital Government – (Canada) Improving Canada’s Digital Advantage Strategies for Sustainable Prosperity (Canada) Measuring the Digital Economy – Centre for Economic Studies (USA Bureau of the Census www.socitmconsulting.co.uk/ (UK Local Government Consulting) UK Govt ICT Strategy (UK)
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IT Strategy Framework
APPENDIX 1 – GARTNER ICT STRATEGY TEMPLATES
Who is the strategy being developed for, who are the key stakeholders, and who else will use the document? Who. Identify the primary audience of the strategy, the other key stakeholders, and their roles. Primary Stakeholders Other Target
What will be covered?
What. Identify what this strategy will cover in terms of time periods, functional areas, business units, and enterprises. Time Period Functional Business Enterprises Strategy Areas Units Impacted Covers Impacted Impacted
What is the purpose of this strategy?
What resources are required to complete the strategy?
Why. Highlight the purpose of the strategy. What do you want to achieve with this strategy?
How. Determine how much of whose time will be used over what time period. Resource required to complete the IT strategy
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Amount of time required of each resource
IT Strategy Framework
Complete the matrix to link business context to IT Contribution Business Context
Business Success
What is impacting your enterprise?
What must the business do to win?
1
2
IT Contribution
Business Capabilities
How will IT contribute to success?
What business capabilities will be required?
4
3
What are your key controls related to IT Principles, IT Governance, Financial Management and Metrics? IT Principles List IT principles that drive IT decisions and behaviors.
IT Governance What are the critical decisions that need to be made and your decision mechanisms? Decisions
Financial Management Define your funding and chargeback mechanisms?
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Mechanisms
Metrics What do we need to measure to demonstrate business value?
IT Strategy Framework
Define how you will supply demand. This includes services provided, architectural changes, sourcing strategies and HCM needs. IT Services Which services will be included or excluded from the IT strategy?
Architecture How must the IT Architecture change?
Sourcing Define your key sourcing strategy
Human Capital What new HCM capabilities will be required (skills, competencies, structure)?
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IT Strategy Framework
APPENDIX 2 – ICT MATURITY OVERVIEW (SAMPLE) The aggregated information allows the LGICT to have visibility of the state of maturity of its members and aids in prioritising services that will have the greatest impact across the group.
ICT Strategy Better Practice Guide Maturity Audit: Aggregated Scores Across Participating Councils 5
3
2
1
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Deliver
Performance Managed
Reports Automated
Metrics Captured
Metrics Identified
Prof Dev Plan in Place
Skills Needs Identified
Enable Security Services
Competency
Manage Business Process Mgmt
Manage Disposal
Manage Security Mgmt
Manage Compliance & Risk
Maximum Score Minimum Score Average Score across all Participating Councils
Manage Performance Mgmt
Manage Capability
E-Services Identified
IT Strategy in Place
0 Business Plan Communicated
Maturity Score
4
IT Strategy Framework
APPENDIX 3 – SELF ASSESSMENT REPORT (SAMPLE) The self assessment report provides a clear understanding to the individual council of its current position and most importantly focuses its improvement efforts. Revised Maturity Status Maturity Rating Action Rating Ref Element Comment Agreed Actions at Priority Review 1
Business Plan communicated to IT
Executive Management does NOT include IT in its business planning
2
IT Strategy In Place
No endorsed IT Strategy exists
3
E-Services Identified
4
Manage Capability
5
Manage Compliance
6
Manage Business Profess
7
Performance Management
8
Skills Needs Identified
9
Professional Development Plan in Place Predictable
Managed Adhoc
1
Optimised
Standardised
2
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3
4
5
Meet with Exec Mgmt and define business planning process Reinforce importance of saving documents into formal RMS
Develop IT Strategy
IT Strategy Framework
10
Metrics Identified
11
Metrics Captured
12
Reporting automated
13
Etc
14
Etc
15
Etc
16
Etc
17
Etc Maturity Score / 91.3
49.3 54%
i
LGICT Sector – defining ICT Strategies and Priorities (March 2007)
ii
Creating an ICT Strategy Framework for Local Government Victoria (Gartner/Strategic Directions)
iii
MAV Strategic Plan 2010 – 2011
iv
Missouri Economic Research & Information Center, Progressive Policy Institute (USA)
v
Economic Development Strategies for the New Economy” , www.neweconomyindex.com
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