Presented by Peter Halliday, Paul Kua and Wong Kam-fai An Information and Communications Technology Strategy for The Scout Association of Hong Kong: A Strategic Framework Presented by Peter Halliday, Paul Kua and Wong Kam-fai

Information and Communications Technology Strategy Outline 1. Background: Vision and Mission of SAHK 2. Strategy Development Methodology: 2.1 Strategic mission 2.2 Strategic Objectives 2.3 Situation Analysis Role of ICT in Scouting 2.4 Strategy Formulation 2.5 ICT Plan 2.6 Implementation 2.7 Control Mechanisms 3. The Way Ahead 2019年5月4日 Information and Communications Technology Strategy

Background: Vision and Mission of SAHK The ICT Strategy developed for SAHK must be aligned with its stated vision and mission. Vision “To be the best voluntary organisation for the development of young people in Hong Kong for the betterment of our society” Source: http://www.scout.org.hk/en/about/mission/ (accessed 9 January 2009). 2019年5月4日 Information and Communications Technology Strategy

1. Vision and Mission of SAHK “To operate an education movement for young people providing them with challenging and progressive training programmes for their physical, intellectual, social, spiritual and aesthetic development “To achieve this mission, we will: “involve young people throughout their formative years in a non-formal educational process “use the distinct Scout method that makes each individual the principal agent in his or her development as a self-reliant, supportive, responsible and committed person, and “assist young people to establish a value system based upon spiritual, social, ethical and personal principles as expressed in the Scout Promise and Law” Source: http://www.scout.org.hk/en/about/mission/ (accessed 9 January 2009). 2019年5月4日 Information and Communications Technology Strategy

Information and Communications Technology Strategy 1. Mission Explained “As a youth development agency, the Scout Association of Hong Kong will strive its best to: “promote Scouting to the community and increase its membership “identify and provide suitable training for adult leadership and guidance for young people “obtain the recognition and support of the community for Scouting and its activities “be recognised as a major contributor to policies on youth issues “provide opportunities for its members to participate in local, national and international activities, and “provide support for the development of World Scouting” Source: http://www.scout.org.hk/en/about/mission/ (accessed 9 January 2009). 2019年5月4日 Information and Communications Technology Strategy

Information and Communications Technology Strategy 1. Mission Interpreted A review of SAHK’s vision and mission, as above, suggests that ICT strategic support will be most beneficial in the areas of: Recruitment of both scouts and leaders – to monitor targets and ensure a coordinated approach Training of leaders – to provide e-learning and ICT training support Maintenance of scouts’ personal data, notably to show progress with awards and badges Maintenance of leaders’ personal data, notably to show progress with Wood Badge training Public relations – to promote scouting in the community-at-large Financial management – to pay for it all (!), and Internal and external (including overseas) communication 2019年5月4日 Information and Communications Technology Strategy

2. Strategy Development Methodology Steps: Establish strategic mission Define strategic objectives Conduct a situational analysis Formulate strategy Develop an ICT plan Identify implementation issues Identify control mechanisms 2019年5月4日 Information and Communications Technology Strategy

2.1 Establish Strategic Mission For example: To provide reliable, secure, useful and easily accessible information resources and related services that empower our scouts, leaders, staff and Commissioners by focusing on customer needs and innovative, coordinated and cost-effective service delivery [Probably need something more focused and precise] 2019年5月4日 Information and Communications Technology Strategy

2.2 Define Strategic Objectives Targets we wish to achieve Targets must be precise Targets must be challenging, but achievable Targets must be measurable e.g: Achieve membership base of 100,000 by 2015 Improve position on international ranking scale Increase in revenue 2019年5月4日 Information and Communications Technology Strategy

2.3 Conduct Situational Analysis Macro-analysis Political, Environmental, Social and Technological (PEST) analysis Micro-analysis Competitive Force Model: entry barriers, suppliers, buyers, substitution, rivalry Combined via Strengths, Weaknesses, Opportunities and Threats (SWOT) Model Review existing and planned ICT systems, and identify potential gaps in consultation with users 2019年5月4日 Information and Communications Technology Strategy

Information and Communications Technology Strategy 2.3.1 Role of ICT in Scouting Function / Services (efficiency / effectiveness Governance Procurement, Web, Replenishment, etc. Service Providers SMIS Raffle Ticket EBMS ACCPAC, etc Staff / Suppliers (best value for money) Staff (staff mix / skills) Vendors (hardware, software, services) Stakeholders: Scouts / Leaders / Lay Members (customer satisfaction) Informational level (public) Transactional level (public + scouts) Decision making level (leaders + lay members) Governance level (commissioners + lay members) Risks (acceptable level of risk) System Availability Asset Protection Privacy / Confidentiality Budget Control Technology Obsolescence Project Management 2019年5月4日 Information and Communications Technology Strategy

Information and Communications Technology Strategy 2.4 Formulate Strategy Operational Effectiveness Strategy Customer Orientation Strategy Lock-in Strategy Differentiation Strategy 2019年5月4日 Information and Communications Technology Strategy

2.5 Develop an ICT Plan Planning horizons: 5 Year Focus (Reviewed Annually) SAHK ICT Strategic Plan 1-3 Years (Updated Annually) ITS Operational Plan (High Level) Annual Focus ITS Region / District Plans 2019年5月4日 Information and Communications Technology Strategy

Standards-based Shared Services Enterprise-wide Services Develop an ICT Plan (2) Centralisation vis à vis Decentralisation: Local Services Totally at discretion of Regions and Districts Standards-based Shared Services Available for opt-in and opt out Enterprise-wide Services Standard for all of SAHK 2019年5月4日 Information and Communications Technology Strategy

Investment Opportunity Operational Performance 2.5 Develop an ICT Plan (3) Strategic Imperative Manage for better outcomes Investment Opportunity Position SAHK for the future Operational Performance Enhance core SAHK capabilities and productivity Support Efficiency Reduce overhead and minimise the cost of non-core activities Strategic Benefits Tangible Benefits 2019年5月4日 Information and Communications Technology Strategy

Information and Communications Technology Strategy 2.5 Develop an ICT Plan (4) Preliminary ideas: ‘Quick wins’? Enterprise architecture? Intranet? Website? Stores and equipment inventory? Email? ICT Development Board to ensure coordinated approach? Office automation? ? ?] 2019年5月4日 Information and Communications Technology Strategy

2.6 Identify Implementation Issues Overall enterprise architecture Schedule of implementation Resource and Capacity Planning Change and expectation management 2019年5月4日 Information and Communications Technology Strategy

2.7 Identify Control Mechanisms Key Performance Indicators (KPI) 2019年5月4日 Information and Communications Technology Strategy

3. The Way Ahead – Next Steps User requirements Consultation Helping users reach informed decisions as to their requirements 2019年5月4日 Information and Communications Technology Strategy

Information and Communications Technology Strategy Questions? 2019年5月4日 Information and Communications Technology Strategy

Thank you for your attention 2019年5月4日 Information and Communications Technology Strategy

Information and Communications Technology Strategy 2019年5月4日 Information and Communications Technology Strategy