DIGITAL STRATEGY PROJECT Stage 2 Strategy Development Workshop
- Slides: 32
DIGITAL STRATEGY PROJECT Stage 2 – Strategy Development Workshop 10 September 2019 Facilitated by: Angeline Veeneman Maysix Consulting angeline@maysix. com. au
Agenda Intro Today’s objectives Part 1 Working through our current state and needs Part 2 Building digital capacity across the sector Part 3 Digital strategy outputs and deliver mechanisms Close Next steps Lunch at 12 pm (1 hour) Afternoon break 2. 30 pm (15 min) Workshop ends 4 pm Digital Strategy – Stage 2 – Strategy Development Workshop | 10. 09. 2019 2
Intro Our objectives for today
Intro Today’s objectives Step 1 Develop understanding Step 2 Develop approaches and resources Step 3 Deliver the strategy Review current state of digital (stage 1 foundations + survey) Identify needs, priorities and approaches Discuss outputs and delivery mechanisms Digital Strategy – Stage 2 – Strategy Development Workshop | 10. 09. 2019 4
Intro Digital Strategy Working Group ATSIWLS* North QLD WLS Brisbane North Pine Rivers Cairns* Prisoners* Caxton QAI Central QLD QIFVLS CLCQ RAIL EDO Suncoast Gold Coast TASC Hub Taylor Street* Law. Right Tenants QLD Mackay Townsville Moreton* WLSQ * For information Digital Strategy – Stage 2 – Strategy Development Workshop | 10. 09. 2019 5
Introductions Why a Digital Strategy is important to your centre? What’s changed since last year? Digital Strategy – Stage 2 – Strategy Development Workshop | 10. 09. 2019 6
1 Sector needs and priorities
Part 1 Priorities established in Stage 1 Community engagement • New websites • CRM / supporter communications tools Client services • CLASS improvements • Practice management tools improvements Operations • Knowledge management & collaboration • Rostering capabilities • Clients digital access to services Infrastructure & Support • Infrastructure and IT support improvements • Technology/digital skills training Digital Strategy – Stage 2 – Strategy Development Workshop | 10. 09. 2019 IT Management & Governance • Digital governance • Technology risk management 8
Part 1 Current state Community engagement • New websites • CRM / supporter communications tools Client services • CLASS improvements • Practice management tools improvements Operations • Knowledge management & collaboration • Rostering capabilities • Clients digital access to services Infrastructure & Support • Infrastructure and IT support improvements • Technology/digital skills training Digital Strategy – Stage 2 – Strategy Development Workshop | 10. 09. 2019 IT Management & Governance • Digital governance • Technology risk management 9
Part 1 Current state: community engagement Social media • Overall underused • Facebook dominates although often ad hoc • Other channels largely untapped Websites • <1/3 happy • >40% need new website • Word. Press dominates (often platform is not known) Email Marketing • Often done via Outlook/Gmail • Mailchimp dominates • Almost 1/3 don’t do any CRM • Most have nothing • Salesforce and Excel dominate • Online fundraising platforms Almost 2/3 of centres don’t have specialist skills or dedicated resources Digital Strategy – Stage 2 – Strategy Development Workshop | 10. 09. 2019 10
Part 1 Current state: community engagement Chat with your neighbour Digital Strategy – Stage 2 – Strategy Development Workshop | 10. 09. 2019 How do you think your centre would benefit from a CRM? 11
Part 1 Current state Community engagement • New websites • CRM / supporter communications tools Client services • CLASS improvements • Practice management tools improvements Operations • Knowledge management & collaboration • Rostering capabilities • Clients digital access to services Infrastructure & Support • Infrastructure and IT support improvements • Technology/digital skills training Digital Strategy – Stage 2 – Strategy Development Workshop | 10. 09. 2019 IT Management & Governance • Digital governance • Technology risk management 12
Current state: client services Part 1 CLASS • For many, only system in use • Other ad hoc systems are used for: • time recording • scheduling • keeping case file documents Digital Strategy – Stage 2 – Strategy Development Workshop | 10. 09. 2019 Digital Access for Clients • Most common digital resources: factsheets and other information via website • About 1/3 use online videos and tutorials • About 1/3 offer resources for practitioners • More than half use video conferencing • Client-focused apps (e. g. WLS Penda and Refocus) 13
Part 1 Current state: client services What’s an example of an innovative technology solution you’ve seen ”out there”? Groups of 4 10 minutes When it comes to access to justice, what problem do you dream to solve for your clients? Digital Strategy – Stage 2 – Strategy Development Workshop | 10. 09. 2019 14
Part 1 Current state: operations Community engagement • New websites • CRM / supporter communications tools Client services • CLASS improvements • Practice management tools improvements Operations • Knowledge management & collaboration • Rostering capabilities • Clients digital access to services Infrastructure & Support • Infrastructure and IT support improvements • Technology/digital skills training Digital Strategy – Stage 2 – Strategy Development Workshop | 10. 09. 2019 IT Management & Governance • Digital governance • Technology risk management 15
Part 1 Current state: Operations Knowledge & document management • No KMS (Knowledge Management System) • “Classic” document management (mostly file servers) • Lots of paper-based processes Learning & Training Online collaboration • Mostly via videoconferencing tools • • • No Learning Management System in place Majority uses video and webinars Volunteer Management • • Excel, Excel Dedicated systems (rostering, volunteer portal) are exceptions Limited usage of online team collaboration Digital Strategy – Stage 2 – Strategy Development Workshop | 10. 09. 2019 16
Part 1 Current state: Operations Aside from capacity, what are the major constraints for the sector when it comes to operational improvements? Digital Strategy – Stage 2 – Strategy Development Workshop | 10. 09. 2019 17
Part 1 Current state: Infrastructure & Support Community engagement • New websites • CRM / supporter communications tools Client services • CLASS improvements • Practice management tools improvements Operations • Knowledge management & collaboration • Rostering capabilities • Clients digital access to services Infrastructure & Support • Infrastructure and IT support improvements • Technology/digital skills training Digital Strategy – Stage 2 – Strategy Development Workshop | 10. 09. 2019 IT Management & Governance • Digital governance • Technology risk management 18
Part 1 Current state: Infrastructure & Support • Overall reliable, with some needs for improvements Digital skills IT Support Infrastructure & networking • • Majority has external IT provider Limited number with internal resource for desktop support Some support gaps in specialist systems Over 80% are OK with their IT provider • • • Digital Strategy – Stage 2 – Strategy Development Workshop | 10. 09. 2019 Most centres have basic or “mixed” skills Very few rate themselves as proficient across the board Either self-directed or no training available. Training on CLASS, video conferencing, etc. often basic skills Training on what’s available out there (e. g. volunteer management) 19
Part 1 Current state: IT Management & Governance Community engagement • New websites • CRM / supporter communications tools Client services • CLASS improvements • Practice management tools improvements Operations • Knowledge management & collaboration • Rostering capabilities • Clients digital access to services Infrastructure & Support • Infrastructure and IT support improvements • Technology/digital skills training Digital Strategy – Stage 2 – Strategy Development Workshop | 10. 09. 2019 IT Management & Governance • Digital governance • Technology risk management 20
Part 1 Current state: IT Management & Governance • • • Typically IT is not formally owned / dedicated person Just over half know the full picture of IT spent and less have an IT budget planning process Few have asset management in place P&Ps Strategic IT IT Operations • IT not always considered as part of business strategy • • P&Ps are in place in most centres, especially for data confidentiality / info security (>90%) Most centres have a risk management plan The Cloud • Most centres support at least partially move to cloud Few centres actively encourage innovation through technology Digital Strategy – Stage 2 – Strategy Development Workshop | 10. 09. 2019 21
Part 1 Current state: IT Management & Governance Risk appetite Desire to innovate through technology Digital Strategy – Stage 2 – Strategy Development Workshop | 10. 09. 2019 22
2 Building digital capacity
Part 2 Digital Strategy: recap on objectives Facilitate access to technology for CLCs Facilitate access to funding “above and beyond” CLCs’ current funding capacity Promote sector collaboration and knowledge sharing Digital strategy = a plan to help CLCs harness technology and close the digital gap. Assess the sectors’ digital needs and priorities Promote innovation whilst managing risk Digital Strategy – Stage 2 – Strategy Development Workshop | 10. 09. 2019 24
Part 2 Facilitating access / closing the gap Autonomous Funding Independent funding by CLC vs centralised funding pool Systems Independent technologies system vs centralised technologies or systems (like CLASS) IT Support provider CLC-specific vs centralised supplier Training CLC-specific training resources vs centralised training capability Centralised • Project-dependent: not all CLCs at same level / same needs. • Help/resources to access funding can be provided centrally. • Needs vary between CLCs • Central guidelines on best solutions for CLCs. • Opportunity with central provider for costs efficiencies and better service • Central provider needs local presence • If centralised system, need central support • If centralised system, need central training • Opportunities to leverage common resources Innovation • Collaboration should be cross-sector • Idea starts at CLC-level: centralise “capability” to promote/support innovation Governance • Central policies and best practices. • Updated Risk Management Guide with consideration for QLD requirements. • Insurance. Independent innovation at CLC level vs centralised innovation “hub” CLC-driven governance vs centralised governance model/resources Digital Strategy – Stage 2 – Strategy Development Workshop | 10. 09. 2019 25
Part 2 Building capacity through relationships Technology sector Providers of technology / digital services Wider legal sector Providers of legal services and legal resources Funders CLC State /National CLCQ CLC Digital Strategy – Stage 2 – Strategy Development Workshop | 10. 09. 2019 Funding organisations (government and other) Other peak bodies and CLCs across Australia QLD State Peak body QLD CLCs 26
Part 2 Building digital capacity through relationships YOUR CLC: Technology sector Wider legal sector Funders CLC State/National Peaks CLCQ Other QLD CLCs How important is this stakeholder group in helping you build your digital capacity? Digital Strategy – Stage 2 – Strategy Development Workshop | 10. 09. 2019 Who do you need to engage with about technology? 27
4 Strategy outputs
Outputs How do we make the strategy the beginning, not the end? A report/paper What do the outputs from the strategy look like? Website Online space Print out Templates Checklists Online resources … How do we deliver the strategy effectively? Webinars … Digital Strategy – Stage 2 – Strategy Development Workshop | 10. 09. 2019 29
Close Next steps
Next steps Meeting materials will be circulated to the group Next Get Together to be scheduled PLEASE JOIN our SLACK online workspace to participate in discussions and share ideas. https: //queenslandclcs. slack. com/ Digital Strategy – Stage 2 – Strategy Development Workshop | 10. 09. 2019 31
Thank you
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