1. 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

2. 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

3. 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: (accessed 9 January 2009).
2019年5月4日
Information and Communications Technology Strategy

4. 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: (accessed 9 January 2009).
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Information and Communications Technology Strategy

5. 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: (accessed 9 January 2009).
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Information and Communications Technology Strategy

6. 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

7. 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
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Information and Communications Technology Strategy

8. 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

9. 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

10. 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

11. 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
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Information and Communications Technology Strategy

12. Information and Communications Technology Strategy
2.4 Formulate Strategy
Operational Effectiveness Strategy
Customer Orientation Strategy
Lock-in Strategy
Differentiation Strategy
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Information and Communications Technology Strategy

13. 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

14. 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

15. 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

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

17. 2.6 Identify Implementation Issues
Overall enterprise architecture
Schedule of implementation
Resource and Capacity Planning
Change and expectation management
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Information and Communications Technology Strategy

18. 2.7 Identify Control Mechanisms
Key Performance Indicators (KPI)
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Information and Communications Technology Strategy

19. 3. The Way Ahead – Next Steps
User requirements
Consultation
Helping users reach informed decisions as to their requirements
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Information and Communications Technology Strategy

20. Information and Communications Technology Strategy
Questions?
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Information and Communications Technology Strategy

21. Thank you for your attention
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Information and Communications Technology Strategy

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