25 October 2019 Angeline Veeneman Maysix Consulting angelinemaysixcomau Leadership Forum Session Agenda Close Next steps 1 Our progress to date 2 Technology innovation vs risk 3 Facilitating access to technology ID: 782596
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Slide1
Digital Strategy Project
25 October 2019Angeline Veeneman| Maysix Consulting angeline@maysix.com.au
Leadership Forum Session
Slide2Agenda
CloseNext steps
1
Our progress to date
2
Technology innovation vs risk
3
Facilitating access to technology
Slide3Our progress to date
1
Slide4Where we’re at with the Digital Strategy
Update
Endorsement of Innovation & Technology Guiding Principles framework
Delivery of full Digital Strategy
Stage 1 completed: Foundations Report delivered (including priority projects)
Q1 2019
Q3 2019
End Q4 2019 – Early 2020*
Funding granted for Stage 2 (Strategy Development)
Q1 2019
* Depending on sector capacity and to allow sufficient time for consultation and validation.
Slide5Sector participation
Update
26
CLCs out of 36 involved in Stage 1 and/or Stage 2.
Stage 2 representation includes:
7
specialist centres
9
small-medium centres
9
regional centres
Slide6ATSIWLS
Basic Rights
Bayside
Brisbane North
Cairns
Caxton
Central QLD
CLCQ
EDO
Gold Coast
Hub
LawRight
Mackay
Moreton
North QLD WLS
Pine Rivers
Prisoners
QAI
QIFVLS
RAIL
Suncoast
TASC
Taylor Street
Tenants QLD
Townsville
WLSQ
Sector participation
Update
Engagement via:
Workshops
Surveys
SLACK (online collaboration platform)
Stage 2 Digital Strategy Working Group
Slide7Providers of legal services and legal resources
Wider legal sector
CLC
CLCQ
CLC State
/National
Funders
QLD CLCs
QLD State Peak body
Other peak bodies and CLCs across Australia
Funding organisations (government and other)
Technology sector
Providers of technology / digital services
Engaging beyond the sector
Update
Slide8Digital Strategy objectives
Update
Promote sector
collaboration
and knowledge sharing
Facilitate
access
to technology
for CLCs
Facilitate
access
to funding
“above and beyond” CLCs’ current funding capacity
Assess the sectors’ digital needs and
priorities
Digital strategy = a plan to help CLCs harness technology and close the digital gap.
Promote
innovation
whilst managing risk
Slide9Priorities for the sector identified
Update
Infrastructure & Support
IT Management & Governance
Client services
Community engagement
Operations
New websites
CRM /
supporter communications tools
CLASS improvements
Practice management tools improvements
Clients digital access to services
Knowledge management & collaboration
Rostering capabilities
Digital governance
Technology risk management
Infrastructure and IT support improvements
Technology/digital skills training
Slide10Key themes
Update
Collaboration
is key
One
size
does not fit all
Priorities focused on
core
capability building
Capacity
is, and always will be, a challenge
How do find room for technology innovation?
Slide11Technology innovation vs risk
2
Slide12The technology innovation spectrum
Innovation
vs risk
None
- fall behind
Incremental
- improve the core
Progressive
- take a leap
Radical
- go to Mars
Clunky systems (if any)
Paper, paper, paper
New responsive website
Move some systems to the cloud
Invest in new capability (e.g. CRM)
Enable AI with online chatbots
???
Slide13You don’t have to colonise Mars to innovate
Slide14Balancing technology innovation with risk
Innovation vs risk
Slide15Slide16Risk appetite
Desire to innovate through technology
Where does your centre fit on the map?
Innovation
vs risk
Slide17Risk appetite
Desire to innovate through technology
Where does your centre fit on the map?
Innovation
vs risk
Results from our last workshop
Slide18Financial resources
What are you willing to risk?Innovation
vs risk
Culture
Brand / reputation
Client services
Time / effort
Yes
To some extent
Never
What other risks would you consider?
Slide19Addressing risk as part of technology innovation
Innovation vs risk
Acknowledge
risk and what you are willing to risk
Assess
risk level and identify mitigation strategies
Get
leadership
to support risk taking, and prepare for failure
Learn
from failure and feed into next innovation project
Slide20Facilitating access to technology
3
Slide21Autonomous vs centralised approach
FundingIndependent funding by CLC vs centralised funding pool
Systems
Independent technologies system vs centralised technologies or systems (like CLASS)
IT Support
Support provider CLC-specific vs centralised supplier
Training
CLC-specific training resources vs centralised training capability
Innovation
Independent innovation at CLC level vs centralised innovation “hub”
Centralised
Autonomous
Access to technology
Governance
CLC-driven governance vs centralised governance model/resources
Slide22Funding
Independent funding by CLC vs centralised funding poolProject-dependent: not all CLCs at same level / same needs.
Ownership/accountability for securing and acquitting funding stay with CLCs.
Help/resources to access funding can be provided centrally (technology guiding principles framework).
Access to technology
Autonomous vs centralised approach
Centralised
Autonomous
Slide23Systems
Independent technologies system vs centralised technologies or systems (like CLASS)
Centralised
Autonomous
Access to technology
Autonomous vs centralised approach
Needs vary between CLCs.
Central guidelines on best solutions for CLCs.
NACLC direction:
CLASS as centralised data back-end, freedom for centres to integrate with own systems through API (end FY19-20).
Launch of new online accreditation portal on SharePoint.
Looking into other possible services (depending on needs).
Slide24IT Support
Support provider CLC-specific vs centralised supplier
Centralised
Autonomous
Access to technology
Autonomous vs centralised approach
Opportunity with centralised provider for costs efficiencies and better service.
If centralised provider, they need local presence / network of professional and services.
If we have centralised systems, we need centralised support.
Slide25Training
CLC-specific training resources vs centralised training capability
Centralised
Autonomous
Access to technology
Autonomous vs centralised approach
If we have centralised systems, we need centralised training.
Opportunities to leverage common resources.
Slide26Innovation
Independent innovation at CLC level vs centralised innovation “hub”
Centralised
Autonomous
Access to technology
Autonomous vs centralised approach
Collaboration should be cross-sector.
Idea starts at CLC-level: centralise “capability” to promote/support innovation and collaboration.
Slide27Governance
CLC-driven governance vs centralised governance model/resources
Centralised
Autonomous
Access to technology
Autonomous vs centralised approach
Central policies and best practices.
Updated Risk Management Guide with consideration for QLD requirements:
New RMG project for NACLC (12-months timeframe)
Development of policy on data confidentiality/security.
Insurance:
Cyber security insurance available from NACLC.
Slide28Funding
Systems
IT Support
Training
Innovation
Centralised
Autonomous
Governance
Access to technology
Autonomous vs centralised approach
Slide29What’s next
Close
Slide30Process for strategy development (stage 2)
Next steps
Step 2
Develop approaches and resources
Step 3
Deliver the strategy
Step 1
Develop understanding
Review current state of digital
Validate needs and priorities
Explore options
Develop guidelines
Determine outputs and delivery mechanisms
Socialise and embed
- We need to make the strategy the beginning, not the end -
Next Digital Working Group session to be scheduled for November
Slide31Questions, ideas, feedback?
YOU ARE WELCOME TO JOIN our SLACK online workspace to keep updated on the Digital Strategy, participate in discussions and share ideas.
https://queenslandclcs.slack.com/
Carly Hanson
CLCQ Sector Sustainability Coordinator
carly@communitylegalqld.org.au
Angeline Veeneman
Maysix Consulting
angeline@maysix.com.au
Get in touch
Slide32Thank you