STATE ICT STRATEGIC PLAN GUIDELINE

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1 STATE ICT STRATEGIC PLAN GUIDELINE (Version 1) Prepared By : Bahagian Kejuruteraan Date : May 2013

2 1. INTRODUCTION OBJECTIVE ICT FRAMEWORK FORMULATION METHODOLOGY 4.1 ANALYSE CURRENT BUSINESS ENVIRONMENT ANALYSE CURRENT ICT ENVIRONMENT DEVELOP NEW ICT STRATEGY DEVELOP ICT IMPLEMENTATION PLAN CLOSING...4 REFERENCES STANDARDS, POLICIES AND GUIDELINE MALAYSIA PUBLIC SECTOR ICT STRATEGIC PLAN GUIDE (MAMPU) JPKN ICT STRATEGIC PLAN THE MALAYSIA PUBLIC SECTOR ICT STRATEGIC PLAN POWERING PUBLIC SECTOR DIGITAL TRANSFORMATION

4 DEVELOP ICT IMPLEMENTATION PLAN...4 5. CLOSING.

3 1. INTRODUCTION The pervasive use of ICT as an enabler to enhance an agency's internal processes as well as to deliver efficient and effective services to the public has made ICT an indispensible tool. The formulation, deployment and maintenance of strategic ICT solutions encompases many aspects, therefore a comprehensive ICT planning is essential in having a good ICT management for the effective implementation of ICT initiatives. 2. OBJECTIVE The objective of this document is to provide a brief guideline for government agencies to follow in developing an ICT Strategic Plan that align the application of ICT to the agency's business plan. ICT Strategic Plan is also one of the Star Rating criteria to evaluate the extend of an agency in harnessing the benefits of engaging ICT in the provision of service to clients. 3. ICT FRAMEWORK ICT framework is a model of relevant and inter-related components designed to guide and aid agency in the formulation of heir ICT Strategic Plan (ISP) diligently and systematically. Enabling environment is the foundation to a sound strategic plan supported by ICT governance anchored on good leadership and culture etc. Change management is critical to initiative implementation with high impact that is sustainable and expandable. Thus to facilitate the development of ICT Strategic Plan, relevant building blocks are identified and a framework of integrated components customised for the ICT environment of the State are constructed as shown by diagram 3.1 below : VISION AND MISSION / VISI AND MISI ICT GOVERNANCE / TADBIR URUS ICT STAKEHOLDERS APPLICATIONS / APLIKASI KNOWLEDGE MANAGEMENT / PENGURUSAN PENGETAHUAN NETWORK INFRASTRUCTURE / INFRASTRUKTUR RANGKAIAN ENABLING ENVIRONMENT (LEADERSHIP / PEOPLE CULTURE / R & D) CHANGE MANAGEMENT / PENGURUSAN PERUBAHAN Diagram 3.1 ICT Framework

effective implementation of ICT initiatives. 2.

4 COMPONENT Vision and Mission Stake Holders IT Governance Change Management Applications Knowledge Management Network Infrastructure Enabling Environment DESCRIPTION To set the direction to deliver quality services through the use of ICT. To be inclusive and involve parties that have interests in the services to ensure their views are taken into consideration. To ensure organisation stay on track to achieve their ICT targets through proper structure and policies. To manage the change of subject matter from current state to a desired new state. To improve services through increased application system efficiency and effectiveness. To facilitate the preservation and sharing of knowledge and experiences to increase productivity. To support ICT initiatives and facilitate the sharing of resources. To ensure success of ICT initiatives through good leadership, culture etc. 4. FORMULATION METHODOLOGY The formulation methodology of the State ICT Strategic Plan consisted of four stages, i.e. (i)the assessment of the current business environment to establish a clear picture of the way business is operating; (ii)the assessment of the current ICT environment to determine how ready is agency in employing ICT; (iii)to develop new ICT strategy based on the analysis of the gaps identified; and (iv)to develop the strategic implementation plan. 4.1 Analyse Current Business Environment The objective of Analyse Current Business Environment stage is to obtain background information concerning the agency such as what is it's core business; how each business goal is related to the state's vision and mission; who are the agency's clients internal and external. Next is understand clearly the business environment the agency operates on through which issues and opportunities exist that can be identified. 4.2 Analyse Current ICT Environment Relevant information concerning the current ICT environment is to be gathered in this stage. The objective of this stage is to understand how ready is the agency in using ICT and what are the weaknesses or challenges agency is facing. Information can be gathered through questionnaire for example, with response from agency's staff and clients analysed for satisfaction and issues related to service delivery. In analysing the current ICT environment, three key areas must be assessed for the agency's current and future needs. I) Systems Application systems be it agency specific or otherwise are assessed for its functionality, usability and performance adequecy to support business functions. Application issues are to be identified for improvement.

To ensure organisation stay on track to achieve their ICT targets through proper structure and policies. To manage the change of subject matter from current state to a desired new state.

5 II) Technology Network infrastructure components such as server, router, switch etc are assessed for it's reliability and performance. Software such as application development tools, network monitoring system, management software etc are reviewed in order to capitalise on advances brought about by technology. III) People The purpose of the assessment of ICT and operationnal skills is to identify gaps which will have direct consequence on the implementation of ICT initiatives. Level of ICT skill sets of technical personnel and knowledge of users in the agency are to be examined and ascertained. Agency need to leverage existing personnel skill sets and experience in implementaing and maintaining initiatives, else necessary trainings must be planned. 4.3 Develop New ICT Strategy Technological progress presents new challenges and opportunities to develop new ICT strategies to improve Public Service Delivery. Users become more ICT savvy and demand innovative and creative solutions using ICT. Cross functional team championed by top management with ICT personnel as members to conceive new ICT initiatives to close the gaps identified. Appropriate evaluation process for e-government initiatives can conduct pilot runs or prototyping to evaluate usability and functionality of e-service with the goal of improving the user experience and adoption by users. ICT management team consisting of developers are responsible for the development process and on-going improvements to e-service developed. One of the e-services is to improve user experience and adoption by users, before that government processes and functions may need to be reengineered. Possible strategy in e- governance solutions include Cloud Computing, Gov 2.0 concept, Mobile computing etc. 4.4 Develop ICT Strategic Implementation Plan ICT Strategic Implementation Plan is an action plan that transforms agency's strategy into reality. Identified's ICT project is to be listed with necessary information for keeping track of and evaluating it's implementation as shown below : No. ACTIVITY/INITIATIVE TARGET/OBJECTIVE TIME FRAME START END ACTION KEY PERFORMANCE INDEX 5. CLOSING This ISP guideline is a brief guideline for the formulation of an agency's ICT Strategic Plan. For agency that intends to adopt a more comprehensive and detail methodology that entails detail steps of ICT management, they can refer to the Standards, Policies and Guideline prepared by MAMPU. ISP is a dynamic and adaptive document, new technologies emerges progressively, therefore ISP should be reviewed periodically to develop new and strategic ICT initiatives in meeting client's changing demand.

III) People The purpose of the assessment of ICT and operationnal skills is to identify gaps which will have direct consequence on the implementation of ICT initiatives.

The South Staffordshire and Shropshire Health Care NHS Foundation Trust Digital Strategy 2014 2019

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