What makes a good ict development plan

Include the ICT audit , aims and objectives, an implementation plan and evaluation. Last reviewed 19 August Skip to main content. Printable version.

Include information on: the acceptable use policy regarding the internet the creation of content, including intranets and school websites how ICT can be adapted and used to support pupils with special educational needs out-of-school-hours and community use of ICT facilities home-school links.

These elements are described in more detail in the following sections. The practitioner should also confirm the pathway for approving strategic documents including lead times and details of any executive forums or committees that will be required to review the strategic document prior to approval. It may be necessary to adjust the communications plan and consultation timeframes to accommodate the required approval activities. A digital vision strategy or plan conveys the transformation of services or how supporting new business models using technology will enable the strategic direction of the organisation or enable the organisation to take advantage of strategic opportunities.

This strategic document has a whole of organisation view, and may even take into consideration industry or market place perspectives. The development of a digital vision strategy or plan, may involve much broader representation from both internal and external stakeholders and is typically sponsored by a business representative.

The purpose and core elements of a digital vision strategy or plan are summarised in table 1 below. A vision statement anchors the content of digital vision document and explains the need for investment in digital capability.

The vision statement should provide guidance and inspiration and provide a focus for what is import to customers and the agency. This section describes the transformation of services and may include several perspectives such as the public, customers, staff, service partners or industry. It should provide a narrative for how people will access or use services, technology and information in the future in response to changing service models or new opportunities that the agency will take advantage of.

This section describes the major trends or disruptors that are shaping or influencing the future models of service delivery. This section should highlight the need for changes and reinforce the service vision based on research and industry trends either locally, nationally or worldwide. This section describes the major technology trends or digital disruptors that are shaping or influencing the future of digital service delivery. This section should highlight the current or emerging technology capability available that is reshaping the way services are delivered.

This section of the strategy or plan conveys how the digital vision aligns to the broader business vision or strategic direction of the organisation.

This section outlines the current business challenges and issues that are providing the driver for change including how the impact of those issues and challenges is likely to be addressed or reduced because of service transformation using technology.

This section should establish clearly why a change is needed. Often an infographic is used as a straightforward way of conveying the issues and challenges demonstrating impact in terms of numbers of people or customers affected, costs, number of staff impacted, lost revenue, types of services impacted.

It might also demonstrate how other agencies or other jurisdictions have benefited from adopting similar approaches. This section includes the digital or ICT principles identified as part of the visioning workshops. The principles may guide behaviour with respect to using digital technology, guide decision making with respect to investing in digital technology or guide the design of digital systems.

This section includes the objectives identified in the visioning activities and convey specific and measurable changes that will occur over the lifespan of the planning document.

This section may convey the key success factors that are required to fulfill the vision. This section includes the specific strategies that will enable the transformation of services.

This section may include details of the capability that will be enabled. This section describes the major business changes, technology trends and capability that are required to underpin digital service delivery. This section should reinforce the emerging capability required to transform the way business services are delivered including workforce capability changes.

This section includes the desired business outcomes for customers, staff, service partners and government. Where possible, key performance indicators should also be included. The strategy or plan should be completed by a team of people with experience in understanding the needs of the customers, knowledge and understanding of the business and its services, knowledge of digital channels and solutions, knowledge of supporting ICT infrastructure as well as design, marketing and communications expertise.

This will ensure an adequate blend of technical, business and marketing expertise required to produce a meaningful and consumable digital strategic document. The development of a digital vision strategy or plan is iterative and my need to undergo several rounds of consultation with stakeholders. It may also be necessary to prepare a presentation highlighting key elements or important points to be conveyed in the strategy or plan to ensure all stakeholders have a collective understanding of the content without the need to read the document in detail whilst it is undergoing development.

This contrasts with a digital vision strategy or plan, which may involve much broader representation from both internal and external stakeholders and is sponsored by a business representative. The vision statement conveys how the ICT organisation is going to support the business and digital aspirations of the agency. This section confirms the transformation of business services and may include several perspectives such as staff, information managers, technology service partners, vendors, start-ups and innovators.

It should provide a narrative for how future technology services will be delivered or enabled to underpin the service and digital service aspirations of the agency. This section of the strategy or plan conveys how the ICT strategic direction aligns to the broader business or digital strategic direction of the organisation. This section should establish clearly why new investment in technology capability is required or why the way in which technology services are delivered, needs to change.

This section includes the digital or ICT principles. The principles may guide behaviour with respect to using and managing technology and information, guide decision making with respect to investing in technology capability or guide the design of systems and practices.

These objectives can be ICT service related, information related, workforce related or technology related. This section may convey the key success factors that are required to fulfil the vision. This section includes the specific strategies that will be required to improve the overall technology and information management capability of the organisation. It can also include strategies for changing how the technology and information services of the organisation will be managed in future.

It may also address how the organisation intends to plan for, acquire or grow new ICT skills in response to a changing technology or information environment. This section describes the major technology trends and capability that are required to underpin digital service delivery. This section should reinforce the current or emerging technology capability required to reshape the way business services are delivered.

These technologies should include the foundational technologies and capability required to support an evolving and expanding network and systems platform. It should also include those technologies or capabilities currently in use, that will be further leveraged, optimised or enhanced to deliver broader business value.

Finally, this section should include details of new or emerging technologies that will be required to transform the services of the organisation. The first questions that should be asked before making a massive investment in ICT should be: Would ICT be the most cost-effective solution to mitigate the given education issues in your country, district, or schools? How will we know if the project is successful?

Unfortunately, many countries and planners still jump into an ICT solution, often driven by peer pressure i. Without asking the necessary questions and having a shared understanding of the objectives ICT can achieve, this can be a recipe for another failed ICT project.

Once the decision is made to pursue an ICT initiative, more pragmatic matters come in: what resources are needed and how can they be secured , who is going to implement and how will the progress be monitored? In many countries, sustainable ICT integration in education requires a major financial and political commitment. Such planning is essential and, indeed, ICT-advanced countries, such as Singapore and Korea, have demonstrated the benefit of a five-year ICT in education master plan with a long-term vision to achieve.

This not only guides governments through the complex multi-sectoral implementation of the initiatives towards one common goal; it also helps them plan the mobilization of necessary resources. This master plan identifies the priority areas that ICT can best support, provides cost projections for necessary resources for the next five years, and guides the strategic implementation and monitoring of sustainable ICT-supported education.

Many countries have realigned their education sector plans to achieve the Education Agenda, which goes beyond basic education to ensure equitable and quality lifelong learning for all. The Regional Strategy recommends six action points to promote more systematic and coordinated stakeholder engagement in pursuing the four priority areas. You can read the full text of the regional strategy and executive summary of the background research study.

I consider this as a potential area in terms of impact. However, this is a complex area and one has to take it into consideration while planning. Meanwhile, there was significant development happened to the ICT environment.