ICT Assessment and Plan
Sample Organisation
30 May 2014
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Sample Organisation
ICT Assessment and Plan - 30/05/2014
Table of Contents
1
Executive summary ....................................................................................................................... 1
2
How technology supports Sample Organisation............................................................................ 3
3
Assessment of current ICT environment ....................................................................................... 5
4
Improvement plan .......................................................................................................................... 7
4.1 ICT capability and planning ................................................................................................... 7
4.2 Reform ICT infrastructure & support ..................................... Error! Bookmark not defined.
4.3 ICT training & skills development .......................................... Error! Bookmark not defined.
4.4 Internal communication and collaboration ............................................................................. 9
4.5 Stakeholder management ..................................................... Error! Bookmark not defined.
4.6 Childcare management and communication ......................... Error! Bookmark not defined.
Appendix A
Independence & conflict of interest statement .............. Error! Bookmark not defined.
Appendix B
Current ICT environment ............................................... Error! Bookmark not defined.
Appendix C
Executive priority listing ................................................. Error! Bookmark not defined.
Appendix D
Staff survey results ...................................................................................................... 20
Appendix E
Project background and process ................................... Error! Bookmark not defined.
Appendix F
About Infoxchange ......................................................... Error! Bookmark not defined.
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1
Executive summary
This section provides a high level overview of the ICT plan and strategies included in this report. It
describes the benefits, costs, timelines and how the strategies align with the organisation goals. In
some cases, the recipients of this document may not read the entire plan therefore this section
should include a summary of all key high level recommendations.
Sample Organisation, with support from Infoxchange consultants, have undergone a process to
review the organisation’s information and communication technology (ICT) and make
recommendations for improvements to help Sample Organisation better fulfil their mission. Based on
the assessment this ICT Assessment and Plan will provide direction for the future use of technology
at the organisation.
Historically, Sample Organisation has done well to build a usable ICT system within tight budgetary
constraints, despite having limited in-house ICT skill. Rapid recent growth of the organisation and an
expectation of continued growth represent a major impact to Sample Organisation’s required ICT
environment. To realise potential efficiencies from scale and operate effectively as a single
organisation, Sample Organisation will need to change both systems and processes and have a plan
for change management and training to help staff adapt.
The good news is that these improvements – moving Sample Organisation away from siloed, difficult
to use, manual or ad-hoc systems – will reduce the time the organisation needs to spend on
administrative tasks and will increase automation and efficiency. By spreading automation, skills and
ownership of IT to more staff, management and board members Sample Organisation can empower
its employees to utilise technology effectively and harness some of the innovation occurring at a local
level.
Sample Organisation’s use of ICT was assessed against a best practice framework for non-profit
organisations to help identify potential areas for improvement and these are summarised below:
ICT Improvement Recommendation
ICT capability and planning
Reform ICT infrastructure and support
ICT training and skills development
Internal communication and collaboration
Stakeholder management
Client management system
Cost
Med
Med
Low
Med
High
High
Effort
Med
Med
Low
Med
Med
High
Benefit
High
High
Med
Med
Med
High
2014
2015
2016
Each of these proposed improvements supports Sample Organisation to achieve its goals over the
next few years:
ICT Improvement action
Sample Organisations’ goals
1
2
3
4
5
6
Grow the reach of our service offering by on boarding new services






Lower corporate costs as a % of revenue through greater efficiency




Improve our Research and Development capability




Develop a database of all families and clients who have ever accesses our
services so that we can build up a long term profile of our community


Increase our advocacy for the socially disadvantage and those who have
additional requirements






The benefits that will flow through to Sample Organisation and their clients, families and community
from implementing the recommendations include:
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Sample Organisation
ICT Assessment and Plan - 30/05/2014
»
reliably and sustainably providing services without significant risk from technology issues or loss
of data.
»
ensuring that client information is accurate and accessible in a timely manager by all appropriate
stakeholders including staff, management and families.
»
creating efficiencies in processes to reduce staff time spent performing manual administrative
processes.
»
increasing communication, collaboration and transparency across the organisation allowing a
more coordinated approach to service delivery.
»
giving staff and management the skills, support and knowledge that they need to use technology
effectively.
To receive these benefits, Sample Organisation will be required to make significant investment in
ICT, both initially and on an ongoing basis. Sample Organisation are currently spending
approximately $866 per staff member per year which is 1.4% of operating expenses, this is
significantly lower than a benchmarking study of Victorian not for profits who spent $2,628 per
person, which is 3.9% of operating expenses. To improve the value of expenditure in IT and reduce
various risks, it is necessary for Sample Organisation to increase its total spend on ICT. The specific
expenses are highly dependent on the speed, priorities and processes undertaken, however some
indicative costs of each of the improvement initiatives are listed below and in section 4.
The key areas of (additional) expenditure of each of the improvement initiatives include:
Improvement Initiative
Year 1
Year 2
Year 3
Ongoing
$5,000
$5,000
$2,000
$0
$10,000
$5,000
$5,000
$2,000
$250
$0
$0
$0
$10,000
$5,000
$5,000
$0
5. Stakeholder Management
$0
$20,000
$10,000
$10,000
6. Client Management System
$0
$15,000
$5,000
$10,000
1. ICT capability and planning
2. Reform ICT infrastructure and
support
3. ICT training and skills development
4. Internal communication and
collaboration
Note: the above costs are estimates and each initiative will require further scoping and quoting to
obtain accurate costing’s. The above costs exclude existing ongoing expenses and the replacement
of PC hardware.
Sample Organisation’s use of ICT, the recommended actions and the benefits are described in more
detail in the subsequent sections of this report.
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2
How technology supports Sample Organisation
This section describes the current use of technology by your organisation. Insert summary of your
organisation including type of organisation, number of sites, number of staff, geographical region and
revenue.
The key services include:
Insert key services here
»
The organisation’s current goals are to:
Insert goals here. Examples include:
»
grow the reach of the service offering by introducing new services
»
lower corporate costs as a percentage of revenue through greater efficiency
»
improve research & development capability
»
develop a database of all families and children who have ever accessed our services so that we
can build up a long term profile of our community
»
increase advocacy for the socially disadvantaged and these who have additional requirements,
Sample Organisation is currently using ICT for:
Insert ICT usage here. Examples include:
»
engaging with their community including staff, families and government agencies
»
managing human resource and payroll functions
»
maintaining books and accounts and preparing financial reports
»
invoicing and finance management
»
maintaining, collating and submitting data to funding agencies
»
accessing information specific to job roles and specific to sector via the internet
»
accessing educational and training resources.
Sample Organisation ICT Environment details
Number of PCs
Approximately 100
Number of Servers
2 (at head office)
3 (one at each regional office)
Support Organisation
Office administration manager (level 1 support)
Local IT provider (level 2 and server support)
Number of sites
supported
4 Sites
Number of staff
Full Time; 22
Part Time & Casual; 80
PC Hardware
Typically Dell. Desktops and laptops
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PC Operating Systems
Various including Windows xp and Windows 7
PC Software
Various version of Microsoft Office including 2007 and 2010
Anti Virus
Sophos -approximately 50 PCs ( remainder of PCs unknown)
Insert diagram of applications:
Currently there are a range of applications used for each function with minimal integration:
There has recently been some investment in ICT that has been beneficial and several other system
upgrade projects are in progress:
» Finance systems – recently upgraded
»
Office servers – recently upgraded
»
Recently recruited ICT staff support
»
Website and Social Media (in process of further upgrades)
»
HR systems (in process of further upgrades)
We see value in each of these projects and have based our improvement initiatives on the
assumption that the planned improvements will proceed.
While some things work well from an ICT perspective, Sample Organisation also identified a range of
issues and opportunities, as outlined below:
Issues that reduce productivity include
New opportunities
» Inconsistent processes across sites
» Tablet use
» Lack of time for staff to access online information
» Interacting more proficiently with clients
» Automating processes
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» Lack of staff skills and knowledge in ICT to utilise existing
systems
» Moving to cloud based solutions to be
accessed from anywhere
» Multiple sources of information for data including family
details
» Consolidating databases and applications to
minimise duplication.
» Lack of access to all systems remotely
» Inconsistency of software versions on each PC
» Minimal investment in ICT – meaning additional spending is
required to achieve a base level of infrastructure.
The constraints which we have taken into consideration in developing this report are that:
»
staff time, skills and knowledge of ICT are limited. Systems need to be easy to use and intuitive –
or they risk not being used
»
many of the locations are reasonably independent and have their own committees, which makes
adoption of new systems and processes slow and difficult
»
budget is limited, particularly due to the historic lack of investment in the area of ICT.
SWOT Analysis
Conducting a SWOT analysis on your organisation's use of technology will provide a high level
analysis of the current internal and external environment.
»
What are your organisations ICT strengths? reliable infrastructure, good staff skills, good support
provider, board member with ICT expertise
»
What are your organisations ICT weaknesses? lack of staff knowledge or interest in ICT, poor
internet connectivity, lack of previous investment
»
What are your organisations ICT opportunities? Office 365 becoming free for not for profits,
donated licenses, sharing resources with other organisations.
»
What are your organisations ICT threats? servers out of warranty, lack of local ICT provider,
competitors promoting iPhone apps and new client portals
3
Assessment of current ICT environment
This section describes the assessment conducted by either internal staff and/or external consultants
to review the current use of technology against 6 key digital proficiency areas. This assessment will
provide information and guidance to the future strategies of the organisation.
Infoxchange assessed Sample Organisation’s current ICT environment against its good practice
framework for digitally proficient organisations. The framework has six areas of ICT proficiency, each
of which is rated at one of four levels – basic through to transformational. Our assessment is
summarised below:
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Some sample findings of an assessment are below:
»
Governance: There is currently no ICT plan or dedicated focus on ICT strategy at a board or
management level. While some ICT components are included in the broader organisational
strategy and plans, there is a need for further planning and documentation. The board does not
have ICT skills among its directors or a focus on driving value from ICT.
»
Common IT platforms: Most PCs, laptops, phones, iPads, networks and basic software appear
to function adequately. However there is a lack of documentation including asset and license
registers to confirm what is currently being used. It is expected that a large proportion of PCs will
require replacement in the next 12 months including several using Windows XP which is now
unsupported by Microsoft. There is also a low level of satisfaction with the current levels of
support and many staff expressed confusion as to how to get IT issues resolved Several staff
also expressed an interested in getting additional access to PCs and the internet which could
increase adoption levels and productivity. The extranet appears to have reasonable functionality
for the management of key shared documents - but it us underutilised and has a poor reputation
and staff report it can be difficult to locate information. There has been recent investment into the
head office servers that support the finance and payroll systems adequately as well as central
emails and some document storage. Applications used by the head office for payroll, finance and
HR are functional and plans to improve should add value by streamlining administration functions
such as rostering and employee self service logins.
»
Client information management and service delivery: Client information is stored in a range of
different databases with minimal integration or combined reporting. Each type of service has its
own application and a central customised access database also maintains each families’
information. While the basic functionality of the systems appears to be working adequately, there
is a range of additional functionality available in the market that is not being utilised.
»
Public presence: Sample Organisation’s public presence through the website is functional, basic
and currently meeting most of the organisation’s needs. While there is some dissatisfaction with
the current website provider and a desire to improve the functionality and design, the current
website development project being scoped should address these issues. An area that should be
included in the scope of the upgrade is the integration of the family databases that is currently
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replicated in several systems including the eNewsletter tool. Social media is also being used
successfully to share some information with families, however the introduction of communication
tools as part of a client management system should provide a more secure and integrated
method to communicate with families.
»
Staff and volunteer skills and culture: The staff survey identified a level of frustration with ICT
at Sample Organisation. Overall, staff satisfaction with ICT was ‘neutral’ or 4.1 out of 7, which is
worse than the average of other non-profits Infoxchange has worked with. Based on comments in
the surveys and during interviews with staff, it was reported that some staff have difficulty using
the existing systems such as the extranet effectively. In general, staff that responded to the
survey use computers often (4.7 out of 5) and are satisfied with their ICT skills (5.9 out of 7). It
was evident from the survey and staff interviews that several staff were enthusiastic about the
opportunities that technology presented and had good suggestions about potential
improvements. Engaging these staff to harness some of the local innovations at individual sites
such as using iPads and parent portals could provide benefits across the organisation. The full
results of the staff satisfaction survey are available in Appendix A.
»
Risk management and disaster recovery: There are significant risks associated with the
current decentralised processes for backups, disaster recovery and anti-virus. There are also
several PCs running versions of Windows XP: this is now an unsupported software that presents
a risk. While there is some mention of ICT risk management and disaster recovery in the
organisational risk management plan, it does not appear that reliable systems are in place for
managing all ICT risk. There are also risks associated with the lack of comprehensive registers
for tracking licenses and assets and the unclear accountability for management of this area.
4
ICT Improvement Strategies
Based on the findings of the assessment, staff survey and the status of the current ICT environment,
we have identified a range of issues that require addressing. This section will describe a series of
improvement initiatives for each of the 6 Digital Proficiency Areas that are designed to resolve the
outstanding ICT issues and improve ICT capabilities.
Some sample Improvement initiatives are listed below:
4.1 Governance, planning and management
Sample Improvement Initiatives – ICT Planning
To ensure that Sample Organisation has the infrastructure and ICT support mechanisms in place to
support the rapidly growing organisation, significant reform of the support model and processes are
required. The reform should also address some of the current risks associated with the current
decentralised and ad-hoc approach to licensing, anti-virus and backups.
The staff survey identified that staff satisfaction is at a reasonably low level of 4.1 out of 7. Several
staff reported a lack of clarity as to where to get support and that there were significant time delays
associated with the current process. The current external provider has significant historical
knowledge of the ICT environment at Sample Organisation, however due to the location and scale of
their organisation, they will have limited ability to support all Sample Organisation’s requirements in
the future.
It is recommended that Sample Organisation define their preferred infrastructure support model e.g.
outsource or staff support, then assess options for new support providers that meet Sample
Organisation unique requirements. If a support provider is the preferred option they should be local,
cost effective, flexible, have experience with similar organisations and offer a partnership approach.
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Once appointed, the successful provider should undertake audits of the current ICT environment,
develop a transition plan and work with Sample Organisation staff to bring the ICT infrastructure and
support model up to agreed standards.
Key deliverables: The reform would include the development and ongoing maintenance of a:
»
Clear process for resolution of all IT issues for all staff
»
Clear escalation process for all types of IT issues
»
Service level agreement (SLA) between a support provider and Sample Organisation
»
Agreed support standards between Sample Organisation and all users e.g. 24 hour response
time
»
Regular surveys or collection of user feedback and a concerted effort of continuous improvement
of service standards, in accordance with capacity and budget.
»
Implementation of a system to record, track and manage all IT support issues
»
Standard processes for hardware and software procurement
»
Standard process for all new and departing users and PCS
»
Standard specifications (SOE) for all PCs e.g. Windows 8, Office 2013, Adobe reader
»
Hardware asset register of all Sample Organisation IT Infrastructure, PCs, Tablets and Phones
»
Software license register for each active product (e.g. Microsoft Office, Windows Server)
»
Network topology and server architecture
»
Site listing with details of network and infrastructure at each location
»
Anti-Virus installed and monitored on all PCs
»
Backup plan and schedule for all servers, and PCs storing required data, at all locations. Testing
and restore schedule of all backups on a regular basis e.g. quarterly
Indicative cost and effort: Medium – The cost will be dependent on the provider chosen for
support, the time available for Sample Organisation staff to perform tasks, what level of risk is
acceptable and how quickly you wish to address the issue of outdated equipment. A scalable solution
with gradual PC replacement could spread the investment of replacing all outdated PCs over several
financial years.
Benefits: The benefits of reforming ICT infrastructure will:
»
Provide Sample Organisation with a platform for growth that is scalable to cater for existing and
future requirements.
»
Reduce the risks associated with inconsistent local backups, some PCs without anti-virus and a
lack of tracking of Microsoft licensing.
»
Increase staff productivity currently affected by dealing with minor PC or internet issues at a local
level.
»
Reduce the ongoing support requirements by proactively addressing issues.
»
Improve staff satisfaction and confidence in IT.
Sample Initiative – Strengthen ICT capability of the board
Information and communication technology are important enablers of NGO effectiveness. Given the
recent regulatory changes and the growth of the organisation, we recommend that the ICT capability
of the Board be strengthened. The Sample Organisation team recognises that there is not currently a
close and trusted ICT advisor able to provide guidance to the team. We think that your Board should
include at least one individual who can provide appropriate ICT guidance and expertise.
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A recent Infoxchange survey of 1300 organisations across Australia and New Zealand found that
organisations with an IT-skilled director on the Board are much more likely to be satisfied with their
ICT capability. We acknowledge that the pool of potential board members is small in Colac, but
AICD and Leadership Victoria may be able to help match directors with IT skills to the Board. When
bringing in an ICT-skilled director, CODA would need to consider very carefully the cultural fit into the
existing Board constituency.
Indicative effort/cost: Low – a few days to find the right person, over some period of time.
Benefit: Medium – to ensure that Sample Organisation is well placed to get the most from your
technology investment and minimise the potential of future issues.
4.2 Common ICT platforms and collaboration tools
Sample improvement initiative - Internal communication and collaboration
We recommend that Sample Organisation migrate to Microsoft Office 365 to provide an extranet,
email, instant-messaging and video conferencing for all staff. This will provide a greater sense of
team and engagement and better options for effective and efficient communication through the
organisation. It will also provide efficiencies by reducing travel time and streamlining some
administrative processes. Having all functions on one platform with one username and password
may also break down some of the barriers stopping staff using the current systems, particularly the
Extranet.
We recommend that Sample Organisation explores a document storage and collaboration tool such
as SharePoint as part of the Office 365 suite. The benefits are listed below.
»
Document management: To reduce the risk of documents being stored on PCs which aren’t
backed up, we recommend that important and shared documents be stored on a collaboration
platform such as SharePoint. This would also resolve the current accessibility issues of the
documents stored on the file server at the Sample Organisation central office. Sample
Organisation has invested in the Extranet to store documents such as policies and procedures,
however the reputation, usability and adoption levels among the staff is poor. One of the key
issues affecting the adoption rates appears to be a perception by staff that the communication is
one way, from the top down and only for occasional use of accessing new policies. By expanding
the scope of a new extranet to include management of all documents for program and head office
staff, it will provide staff with reasons to regularly use the system and have a level of ownership of
the content.
NOTE: all documents relating specifically to client information may be better placed in the
childcare management system for easy access by relevant staff and for privacy.
»
Team sites: Having an area where each team or department can store all of their information,
documents, calendars and discussions will increase knowledge sharing and transparency of
information. Giving each team ownership of this information will empower them and allow them to
use the system in a way that suits their needs.
»
Video conferencing: Microsoft Lync comes as part of Office 365 and will provide access for all
staff to instant messaging, point of presence and video conferencing. This will assist with
communication and collaboration between staff across all sites.
»
Internal processes: SharePoint can also be configured to perform a range of internal processes
such as reporting incidents, accessing rosters, requesting leave and logging IT issues. This
automation of processes can minimise paper use and manual effort.
Deploying tools is only a small part of a journey to deeper collaboration and efficiency. Organisational
change management is a significant exercise when changing work culture. Involving staff in the
development of a new system such as an extranet will provide a level of engagement which can
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provide valuable input and assist with adoption. Staff will also require professional development to
understand the tool’s capabilities and to see the benefits.
Indicative effort/cost: Medium - We expect Office 365 licenses will be free for non-profits soon and
based on initial enquiries we expect that Sample Organisation will be eligible. There will be some
costs associated with migration and installation of Office 365 and the redevelopment of the extranet.
The costs will depend on the level of customisation and infrastructure required. The initiative will also
require some leadership from an internal staff member and support from the leadership team.
Benefit: Medium – having a clear, consistent, secure and fully utilised communication and
collaboration system will ensure that the Sample Organisation team is best-placed to manage
information effectively and efficiently. It can also help foster a culture of sharing information between
staff, which will foster innovation, increase consistency across sites and provide support mechanisms
for staff.
Sample improvement initiative – Enhance ICT support
While the current administration staff member has reasonable ICT skills, and Sample Organisation
also uses a local teenager to assist with ICT work, we expect that additional more technical,
professional support will be required from time-to-time. Finding someone who can provide this extra
assistance will help to ensure that you have reliable support for more complex queries, and the
surety of professional assistance available if you have major problems.
Once you select a provider, you should then ask them to review/refine your backup processes (e.g.
automate the backup process further & review or write processes to test a restore every 3 - 6 months
to confirm your backups work well
Indicative cost & effort: 1 day effort plus perhaps $400 for your IT provider to review existing
backup processes.
Benefit: Medium (risk reduction) – to ensure that Sample Organisation has high quality, local ICT
advice available when it is required to minimise potential risk and assist in the case of any significant
problem.
Sample improvement initiative – Automate processes
One of the key priorities identified throughout the review process was to improve efficiency in
rostering, payroll and other administration processes. While there are a range of dedicated systems
available for each of these functions, for efficiency, cost effectiveness and integration it would be
preferred to use existing systems. Based on the recommendations of the above initiatives, several of
the recommended systems provide functionality that automate processes:
Websites (section 4.3) can automate online enquiries, program registration, training enrolments and
online payments. Most content management systems including SharePoint and Wordpress have add
on modules that can be purchased relatively cheaply or the ability to customise it yourself or using a
developer.
SharePoint (section 4.4) is customisable to develop tools, databases and functions for most
administrative processes including timesheets, purchase orders, incident reporting, event registration
and maintenance requests.
Client Management Systems (section 4.2) can automate tracking of documents, client details, notes
and requirements for each client. Some systems also have functions for staff rostering, client
scheduling and employment service matching.
MYOB finance and payroll can be effective for an organisation such as Sample Organisation,
however your current issues would need to be further explored. Speed issues may be hardware
related and could be improved when other functions such as email and documents are moved to
Office 365. There are also cloud hosted solutions available through MYOB.
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However if the functionality in each of these tools is not adequate and the functionality required is
complex eg award interpretation in rostering, some alternative software and services include:
»
Rostering/Time and Attendance system - http://www.riteq.com.au/
»
Outsourced payroll solutions - http://www.sagemicropay.com.au/Outsourced-Payroll/OutsourcedPayroll-Services.aspx
»
ExoMYOB solution (including finance, payroll, rostering, staff portal)http://myob.com.au/enterprise/enterprise-solutions/industry-solutions/not-for-profit1257828796808
To assist in the scoping and implementation of any of the above projects, it is recommendation that
Sample Organisation allocate some internal resources. This could be in the form of one day a week
of an existing staff member, allocating a project to a board member or recruiting a volunteer from the
community with expertise in the area to help manage the process.
Indicative effort/cost: Medium – Depending on the system selected, the cost can range from very
low (using existing SharePoint or MYOB functionality) to very high to implement a new Enterprise
finance solution such as EXO MYOB (eg $60,000 once off fee plus hosting costs).
Benefit: Medium – to ensure that the Sample Organisation team is best-placed to manage
information effectively and efficiently. It will also significantly reduce administration time of staff
manually entering timesheets and payment information.
4.3 Client information and service delivery systems
Sample improvement initiative – Stakeholder management
Due to the large number of sites, stakeholders and partners that Sample Organisation has, it is
difficult to maintain accurate, current and shared information for each of these, using the current
manual systems. We recommend that Sample Organisation consider the implementation of a CRM
system to manage key stakeholders. The CRM would be used predominantly by management and
admin staff and store information on:
»
potential business opportunities
»
service partners for each service (e.g. councils, building owners)
»
site listing and facility information
»
volunteers, grants, events and donations (if using CRM4NFP version of CRM).
If using Microsoft Dynamics 2011, it will also integrate with Outlook, SharePoint and Office 365. This
integration will reduce duplication of contact information, documents and site lists that are currently
stored in several locations.
By storing all of this information in one central location the organisation will be able to maintain
accurate records in one single source of data for stakeholder information. A CRM will track the
communication with each of these stakeholders and allow for some continuity when parent
committees, staff or stakeholders change. The information in the CRM can be used for consolidated
reporting purposes, statistical data (e.g. number of locations) and business development
opportunities (e.g. follow up on tender opportunities).
Effort: Medium - The initiative will also require some leadership from an internal staff member,
support from the leadership team and training of staff. The input and maintenance of information
within a CRM requires discipline and commitment from all staff using the system, which will be
predominantly management and administration staff.
Cost: High – A CRM typically involves costs for initial implementation, customisation and annual
fees for licensing and hosting for license and hosting fees.
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Benefit: Medium – to ensure that the Sample Organisation team is best-placed to manage
information effectively and efficiently on key stakeholders such as parent committee and capitalise on
new business development opportunities.
Sample Improvement Initiative – Streamline Client Feedback
Sample Organisation seeks feedback from all clients on completion of their case. Currently paper
surveys are posted to clients and the response rate is low. As clients do tend to have email
addresses, Infoxchange recommends that you consider using an online survey tool to streamline this
process and to see whether this improves response rates.
One simple online survey tool is Surveymonkey (www.surveymonkey.net). These tools enable you to
easily build a survey online and send a link via email to those from whom you are seeking feedback.
Responses are then automatically collated and can be displayed in a variety of ways. Some more
information on tools available and how to use them can be found through this
link: https://www.techsoup.net.nz/news/latest-news/use-online-surveys-get-the-feedback-you-need
Indicative cost and effort: Low
»
These tools are easy to use and online tutorials are available
»
Cost depends on the volume of surveys / responses required. Basic plans are often free and may
give Sample Organisation all the functionality required. A monthly fee of roughly $20 will give
access to additional features.
Benefit: Med
»
Streamline the feedback and collation process
»
Improve the survey response rate by making responding very easy for clients.
4.4 Social media, marketing and public website
Sample improvement initiative – enhance online presence
The Sample Organisation website was developed several years ago by a volunteer who no longer
works with the organisation. The team are not able to make changes to the website which is dated,
does not fit with the organisation’s branding and includes errors and typos.
Although the majority of Sample Organisation clients come to them through referrals, it is considered
to be important that Sample Organisation has an effective online presence. At a minimum this
should:
»
Provide an easy mechanism through which potential clients and other stakeholders can get in
engage with the team (contact details, an online form, the ability to ‘opt in’ to newsletters etc.)
»
Connect the public with useful information and existing resources relating to financial literacy
(e.g. the ‘sorted’ campaign (www.sorted.org.nz)
»
Enhance the Sample Organisation brand, supporting efforts to attract funding
Sample Organisation has also recently started using Facebook in a small way to engage with some
of their younger clients and has found this to be useful. Linking a Facebook page to a website can be
an effective way of making the website more dynamic and less static through regular updates.
A simple website with this functionality could be developed using a template/CMS (content
management system) such as Weebly (www.weebly.com), Squarespace (www.squarespace.com) or
Wix (www.wix.com). Though these types of tools are designed to be user-friendly and inexpensive to
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use, Sample Organisation will need to find someone with the time, skills and confidence to create a
website which will meet its needs now and into the future. Infoxchange recommends that Sample
Organisation to work with a web professional who can not only build the website but also provide
ongoing support as required throughout its life.
Indicative cost and effort: Med
»
a few days to scope out plans and explore options over three months or so
»
development effort & cost will depend on what is available and what Sample Organisation
decides is appropriate
»
maintaining an effective online presence does require resourcing in the form of staff time. The
amount of time required will depend on the type and level of activity deemed appropriate
Benefit: High
A more functional web presence will be better able to support the organisation’s work and attract
funding. Effective use of social media will further support Sample Organisation’s service delivery and
education goals.
4.5 Staff and volunteer skills and culture
Sample improvement initiative – Staff training and skills development
The staff survey and interviews identified that many staff would be interested in and would benefit
from training in ICT. While all new technology improvement projects (such as a CRM) should include
training for staff in the use of the system, an ongoing program to develop and maintain staff ICT skills
is also required.
The recommended approach to training and skills development is to implement an internal structure
to facilitate ongoing learning and staff involvement in ICT. This approach will engage local champions
who can assist in skills development of all staff and ensuring that training needs are identified and
addressed. Engaging local champions in the planning of systems and delivery of training and support
should ensure that the training is relevant, adopted and that staff are engaged.
Training can be delivered in a number of forms. Free web-based training is available, particularly for
Microsoft products such as Word, Outlook and Excel e.g http://office.microsoft.com/en-au/training.
Onsite training for large groups of staff could be organised with a training organisation or software
provider, particularly for new systems such as an extranet or childcare management system.
However in not for profit organisations, typically the most effective form of training is training by
peers. Therefore we recommend a ‘train the trainer’ model be implemented: one or two people have
paid or formal training in key systems and software such as Word, Excel, SharePoint extranet,
childcare management systems and document management and then pass their learning on to their
colleagues. The added benefit is that the trainer is also able to provide ongoing support, provide it is
included as part of their ongoing role and position description. Ongoing training programs, including a
comprehensive induction, will become even more important as Sample Organisation employs new
staff.
Sharing knowledge about how to use each of the systems effectively will also reduce the current
reliance on a small number of key users and central management and support of systems. Sharing
the responsibility of using the systems among all staff will also reduce double handling inherent in the
current system where there is duplication of information in various locations.
Indicative cost and effort: Low/Medium- With the majority of the training being performed by key
team members, cost should be minimised. However if external providers are required, this will
increase the costs. Training costs for each system will vary depending on the provider.
This initiative could be managed internally with minimal costs and by using a couple of weeks of a
key internal manager to establish the structure and then a few hours per site on an ongoing basis, if
required.
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ICT Assessment and Plan - 30/05/2014
Benefits: Medium- a range of benefits includes:
»
making staff more confident and efficient in their use of technology
»
reducing the load of the helpdesk resolving basic issues
»
increasing productivity by increasing the speed staff can perform tasks
»
utilising full functionality of all systems.
4.6 Risk management and disaster recovery
Sample improvement initiatives – Risk mitigation processes
Due to a lack of functional policies and procedures in the area of ICT risk management, Sample
Organisation has some key risks that require attention:
»
Protecting client data – The new Australian Privacy principles released in March 2014 place an
even higher importance on protecting stored client information. Using a client management
system and having a clear strategy for collecting, storing and disposing of client data should
ensure compliance with the legislation. More information is available here:
http://www.oaic.gov.au/privacy/privacy-resources/privacy-fact-sheets/other/privacy-fact-sheet-17australian-privacy-principles
»
Preparing for disasters - The ability to operate after a disaster is a key component of a risk
management plan. The definition of a disaster is quite broad and ranges from not being able to
get into the building to major natural disasters. Having backups and systems in place to restore
backups or operate from alternative locations should ensure that the organisation can continue
business and retain its information during a disaster. While there are some backups currently
being done and taken offsite, it was also mentioned by one of the satellite sites that some data is
not being backed up, therefore it may be a worthwhile exercise to conduct an audit and testing
process to check backups at all sites.
»
Proactively preventing ICT issues – Proactively maintaining and updating software and
ensuring PCs are replaced regularly (eg every three years) will dramatically decrease the risk of
issues occurring. Ensuring that anti-virus software is installed and regularly updated on all PCs
should also minimise the risk of any viruses or threats that may disrupt your business.
To address these issues we recommend using a combination of the below recommendations:
1. Safeguarding infrastructure – To ensure that the server, PCs and the data stored on them are
secure, functional and accessible to staff, we recommend that you ensure that anti-virus
programs on each machine and check that it is being updated regularly. All important data should
be backed up daily, with the backup’s stored offsite in a format that you test regularly to make
sure it can be restored in the event of a disaster.
2. Infrastructure support – To ensure that the PC and server infrastructure is functional and
secure, we recommend that you undertake a program of proactive and reactive maintenance. All
PCs should be under warranty for onsite repair or replacement with the hardware provider and
documented in an asset list. You should have a support agreement with an IT provider to
undertake proactive monthly maintenance on the server and annual proactive maintenance on
each PC. The agreement should also specify service levels on reactive support and during
disasters.
3. Cloud strategy – Where possible, we recommend that you store key applications and data
offsite in a hosted, secure and supported environment. By using applications hosted online - such
as Office 365 and Supportability - you reduce the risk of losing data stored locally. These
applications also don’t rely on local infrastructure which may be inaccessible during a disaster.
They can operate from anywhere with an internet connection.
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4. Social media strategy - By developing and documenting a clear social media policy and
strategy and making sure all key staff are aware of it, the organisation will be prepared in the
event of any issues. The strategy does not necessarily have to include proactive use of
applications like Facebook for organisational information. However it needs to have agreed
strategies for how to monitor discussions about the organisation and respond to any issues or
negative information that is posted. The policy should also specify the acceptable use of social
media by staff and volunteers.
Indicative cost and effort:
»
The management and support of the infrastructure could be performed by a local IT organisation.
The costs can vary and the search for a suitable partner should be undertaken as a separate
exercise. However some processes such as PC backups could be done by internal staff and free
AVG anti-virus licenses could be used to reduce costs.
»
The cloud strategy should be costed. Implementing Office 365 should be costed as a separate
project. Using a client management system for storing client data online is also recommended
Benefit – High (risk reduction). These improvements will help to ensure that Sample Organisation
does not suffer from lost productivity or data as a result of a virus, equipment failure or natural
disaster.
5
Implementation timeline and resource allocation
This section describes how the aforementioned Improvement initiatives will be implemented and how
they will be resourced. Where possible, it should include all of the detail required to implement the
strategies or refer to Appendices such as a budget or a task list that include the full details. Some of
the key areas that should be included in this section are:
Improvement Initiatives Summary
This provides an overview and timeline of all of the new improvement initiatives that were
recommended in the previous section.
Your recommended ICT improvement plan is outlined below.
ICT Improvement Recommendation
ICT capability and planning
Reform ICT infrastructure and support
ICT training and skills development
Internal communication and collaboration
Stakeholder management
Client management system
Cost
Med
Med
Low
Med
High
High
Effort
Med
Med
Low
Med
Med
High
Benefit
High
High
Med
Med
Med
High
2014
2015
2016
Task Breakdown
This section describes each ICT Improvement initiative task. Alternatively the full project plan or task
list may be referenced as an Appendix.
Task Name
Task Status
Start Date
Due Date Assigned To % Complete
Improvement Task 1
In Progress
7/05/2014
23/05/14
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Local IT
Provider
25.00%
Priority
High
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Responsibility Allocation
This section describes the responsibility for each area of ICT for both new initiatives and all key ICT
tasks on an ongoing basis.
ICT Area
Technical Resource
Client Management system
Business Owner
Client Management
system helpdesk
Program manager
Payroll system
helpdesk
HR Manager
PC maintenance
Local IT provider
Admin manager
Server Maintenance
Local IT provider
Admin Manager
Admin staff
Admin Manager
Local IT provider
HR Manager
Admin staff
HR Manager
Local IT provider
Finance Manager
Software Purchasing
Admin staff member
Finance Manager
Finance System
Admin staff member
Finance Manager
Payroll system
Backups
New user setup (email account, login details etc)
ICT Training
Hardware Purchasing (PC’s,servers, phones)
6
Budget Requirements
This section details all of the financial details of the organisations ICT requirements for the new
improvement initiatives and for the ongoing support of ICT. The financial details can be included in
tables such as the below or linked to more detailed Appendices.
Overview of Improvement Initiative Expenses
Improvement Initiative
1. ICT capability and planning
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Year 1
$5,000
Year 2
$5,000
Year 3
$2,000
Ongoing
$0
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ICT Assessment and Plan - 30/05/2014
$10,000
$5,000
$5,000
$2,000
$250
$0
$0
$0
$10,000
$5,000
$5,000
$0
5. Stakeholder Management
$0
$20,000
$10,000
$10,000
6. Client Management System
$0
$15,000
$5,000
$10,000
2. Reform ICT infrastructure and
support
3. ICT training and skills development
4. Internal communication and
collaboration
Previous Years ICT expenses
Investment in ICT is summarised below:
Investment
ICT Expenses- 2012 financial year
External infrastructure support (local IT provider)
$25,752
Server hardware & software (2 new servers)
$10,789
Personal computers (laptops and desktops)
$7,522
PC software
$336
Application license fees (Client management system)
$2,104
Printing (purchase of several new printers)
$5,467
Email
$2,140
Phones (mobiles and landlines)
$45,576
Internet
$2,404
IT Training
$1,000
Total (ex GST)
$102,220
Note:
There are a number of items not included in the above figures (iPads, locally purchased desktops
etc).
Sample Organisation pays more for Microsoft licences than it should – cost savings are available by
using Microsoft donation licencing for charities. A purchasing agreement with a hardware supplier
should also produce savings.
Proposed ICT Budget (upcoming financial year)
Investment in ICT is summarised below:
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Investment
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Sample Organisation
ICT Assessment and Plan - 30/05/2014
ICT Expenses- 2014 financial year
External infrastructure support (local IT provider)
$25,000
New hardware
$
Personal computers (laptops and desktops)
$
PC software
$500
Application license fees (Client management system)
$2,104
Printing (purchase of several new printers)
$5,000
Email
$2,140
Phones (mobiles and landlines)
$50,000
Internet
$2,500
IT Training
$1,000
Total (ex GST)
$88,244
Benchmarking information
ICT investment per
person per annum
ICT investment as % of
operating expenses
$866
1.4%
Victorian NFP Benchmarking study
$2,628
3.9%
Average – Gartner
$12,030
3.5%
Healthcare Providers – Gartner
$5,205
3.2%
Organisations
Sample Organisation
7
Related Documentation
Below is a list of related documentation that will provide further detail to the ICT plan.
Note: It is recommended that you would include links to the documentation specific to your
organisation for each of these items, where applicable.
»
Asset list of all ICT hardware (including replacement schedule)
»
Steering Committee terms of reference (including membership and roles)
»
Backup plan and schedule
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ICT Assessment and Plan - 30/05/2014
»
IT Training schedule
»
ICT usage policy
»
Social media policy
»
Application roadmap (including listing of each application)
»
Service Level Agreement with support provider and application hosts
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Appendix A
Staff survey results
A survey was sent to all Sample Organisation staff to better understand their views about the
organisation’s ICT environment.
On a scale of 1 (highly dissatisfied) to 7 (highly satisfied), please rate your overall satisfaction
with information technology in your organisation? 4.1 out of 7 – Neutral
How often do you need to use a computer at work? 4.7 out of 5
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On a scale of 1 to 7, how satisfied are you with your own skills and ability to get the most out of
information technology and perform your role effectively? 5.9 out of 7
What two changes to information technology should your organisation consider to help staff
work more efficiently and effectively?
»
access to technology within the classroom - wireless router enable educators to send photos and
observations to hard drive or printer without leaving the room. up to date software, access to
emails from home to fill the gap on days not worked or important information.
»
PD available for those who wish to extend skills.
»
Setting up process for staff and committee to share whilst maintaining privacy
»
Wifi and laptop for staff who work at center and at home.
»
Upgrade of all software for all services.
»
WIFI for all services
»
make extranet more user friendly. I find it hard to find what I want.
»
Updated computers,
»
Training in updated programs.
»
A better way to deal with too many e mails
»
Access to telephone systems while outside in the yards as the staff now have to leave ratio to go
inside & answer phones when the Coordinator is not physically in the building
»
iPads or laptop access to all rooms so the staff can program effectively
»
People available as I always feel intrusive asking colleagues IT questions
»
An audit to ascertain that every workplace has the technology required to communicate and
document effectively. Followed by ensuring the required technology is put in place with a clear
and consistent maintenance program.
»
Need common operating systems and equipment - we have too much variability across teams
»
Getting prompt help when required
»
Upgrade computer's operating system from Windows Vista.
»
Opportunity for staff training to be made available during Professional Development Days.
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ICT Assessment and Plan - 30/05/2014
»
Individual IT support which can be accessed full time and is able to respond quickly to any
issues.
»
PD for those who need it. It would be good to have a basic skill set PD and also for more
advanced skills .People work through exercises at their own pace and then progress as they
improve. Everyone has different skills and picks up different uses depending on what you are
exposed to.
»
New phone system that allows calls to be transferred between rooms.
»
Faster response time to ICT problems.
»
Excel training
»
Training sessions, cheat sheets
»
An IT help desk
»
Up to date and working equipment
»
quicker response time when there is a problem
»
Consistent programs on all computers (i.e Windows 7 on all etc.)
»
Being able to log on to any Sample Organisation computer with my username and password
»
Up-to-date computer in the office as this one is very slow
»
more forms such as timesheets, other hours, leave and bill payments to be completed online
rather than hardcopy and posted.
»
perhaps make a more user friendly platform to enable staff to use their accounts over various
items eg tablet etc
»
A device (eg iPad) or app/program/database that can be used for in the field for data collection
»
On line pay & leave systems
»
More opportunity to upskill staff with little or no ICT skills
»
Introduction of a mobile system to record observations. i.e IPAD. Staff should be trained in this
area so IT products are user friendly to all staff members.
»
Additional laptop to use in the room.
»
development of CRM type of system to capture all information electronically
»
faster internet speed.
»
Uniform version of MS Window across all offices, centres and services
»
Greater use of collaboration tools to better share information and connect networks of staff
»
Improve troubleshooting and support services
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