Running head: CASE STUDY 6 FACTS (WITH EVIDENCE) 1

Case Study 6 Facts (With Evidence)

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Case Study: SA Government ICT Strategies

Case Facts

In this case study, we examine some of the ICT strategies established by the SA

Government which plays a vital role in the attainment of public policies. The strategies outlined

in this case study represents the primary areas of consideration and direction for the management

as well as the operation of the ICT services in the SA public sector. The strategy is projected to

cover three years before another approach is implemented depending on the dynamics in the

technological advancements. The fundamental aim of the strategy outlined in the case study is to

capitalize on the effectiveness of ICT in backing both the state's more comprehensive policy

directions as well as the attainment of individual agency results.

Apparently, it would be necessary to address some these strategies that the government

seeks to implement in the ICT sector. The strategies to be performed are set out in three key

categories that would enhance the effectiveness of the different operations carried out by the

government. The first strategy focuses on the detailed fundamental guidelines and tendencies in

government policies and processes. This is aimed at streamlining the services offered by the

government and ensuring that the procedures set out have strictly adhered.

The second strategy set out is based on the critical insinuations for the use and planning

of ICT within the government. The strategy seeks to unravel some of the impacts that may

emerge as a result of the use of ICT within the government. The last approach focuses on the

relevant ICT initiative that would be effecting in supporting the government's business direction.

Apparently, a proper ICT initiative would be necessary for enhancing the different business

directions that the government intends to adopt (ICT Directions, 2004). The ICT has been known
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to play a significant role in the business of government, therefore embracing it would provide

better outcomes for the state.

Another consideration for the case study is that SA connected will assist the government

to improve its business operations and work towards fulfilling its objectives more strategically.

Perhaps, the most vital factor to consider is the setting up of the strategic direction and helping

organizations to align their activities decisions (ICT Directions, 2004). Through this focus, South

Australia would be efficiently connected and ready for the future. The ICT strategy aims to better

connect people from different regions in South Australia by ensuring that they can access what

they want or need anytime.

Evidence

In the ICT management considerations, it is evident that the government strategies aim at

attaining common standards for the information and data shared (Newman, Biedzrycki, &

Baum,2010). There is also the frequent use of data and the propensity of an effective access and

delivery methods. Moreover, the considerations focus on the privacy and confidentiality which

are significant factors in the ICT strategies. The key initiatives are meant to ensure that there is

effective data management, and the information is used as an enterprise resource (Hayes, 2007).

Such effort can be achieved through the enablement of inter-departmental availability of

information. It would also be vital to leverage the planned value of information held by the

organization.

The strategies for information purposes to enhance the management, availability as well

as the utilization of electronic data. Consequently, information plays a vital role as a fundamental

asset for the government. It is also a vital asset to the society as it enhances diversity as well as

the utilization of the stored electronic data. Besides, the directions in government provide the
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aptitude to attain economies and services results through sharing and greater access to

information.

Identified Problems

The ICT strategies on governance focus on establishing a synchronized planning and

decision making for the ICT in the entire public sector. It includes directions in the government,

ICT management considerations as well as the key initiatives for the strategies. These are some

of the most vital factors to consider to ensure that the government fulfills its mandate in

providing services to the public. Regarding the directions in the government, there has been an

accelerating focus on results irrespective of the government boundaries (ICT Directions, 2004).

It is only through an efficient ICT strategy implemented by the government that most of these

objectives can be achieved.

The SA government investment in ICT would enable the state to gain the best value that

would streamline the different business operations. There is the need for commitment to an

organized approach to ICT within the public sector. The government aims at achieving this

through an integrated management approach for the planned aspects of ICT. The key initiatives

to be implemented is through the consolidation of decision making and strategic ICT planning

through the government business (Hayes, 2007). Another effort focuses on strengthening and

restitution of standards-based approaches to ICT. The plan to align the ICT with the government

business initiatives is a vital factor for the operational needs.

The SA government ICT strategies are not meant to be inflexible or static because the

modern world is complex and dynamic. Therefore, the procedures are designed in a way that

they can be able to adapt to the changes required. Consequently, the strategic direction is
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projected to be persistent but would depend on the efforts made to align it. However, this may

often change as the government continues to improve and discover what works best.

Value

The idea embedded in the ICT strategies is to have a lively, vibrant, and living strategy.

This ensures that the technological approaches utilized in attaining the various goals would be

based on the set policies. The strategic direction is merely a part of the entire strategy implying

that the whole strategic approaches encompass different factors. For example, the online strategy

comprises of five sections that also includes the strategic direction. These five parts work

together to give the information and tools that different organizations and their partners need to

align their operations and decisions with the strategic direction. This consists of the details of the

set practices that agencies will be expected to adhere and the other measures that control decision

making.

The integrated service delivery initiative is based on the establishment of the competency

for the combined delivery of government services irrespective of the organizational boundaries.

The critical ICT strategy for this section is based on improvement in service delivery whereby

the government advocates for the need to support electronic service delivery across the different

agencies as well as the government boundaries. In the case of ICT management considerations,

there is an absolute focus on the systems that enhance the integrated service delivery (Newman,

Biedzrycki, & Baum, 2010).

The strategy offers support for the incorporation and the management of different service

channels. Moreover, it targets a longer-term position of underlying information systems. The

alignment to improve the internal common service opportunities is a key approach for the ICT

strategy. Another key initiative in this category is the adoption of shared procedures across the
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government agencies (ICT Directions, 2004). This reinforces the cross agencies shared systems

and services. There is also the need to apply for the internal opportunities that the strategic ICT

management offers.

Regarding infrastructure, the directions in government are to plan and control the

deliberate ICT infrastructure to enhance the government's services and operational needs.

Apparently, ICT is considered as a strategic component of the state because it facilitates

communication and interaction at all levels of the public. Therefore, the government strategy on

ICT aims at both the enterprise and outcome approach. The ICT management considerations

focus on management as a sustainable resource that maximizes longstanding values and cost

control. The strategy takes an architectural method to developing policies and standards in ICT.

The key initiatives in this section are the assessment of possible efficiency opportunities,

evaluation of probable of new ICT capabilities (ICT Directions, 2004).

Solution

The strategic sourcing entails the coordination of the acquisition of vital ICT services in a

sustainable and integrated way. The directions provided by the government aims at increasing

the use of ICT systems and services across the public domain. It also considers some of the

impacts of sourcing the ICT services as well as the available opportunities for the strategic

measure to obtaining (ICT Directions, 2004). Consequently, the ICT management considerations

focus on the implementation of an effective sourcing method for the ICT services. One of the

critical initiatives adopted by the SA government to create a strategic sourcing approach to the

services.

This strategy aims at securing the ICT resources as well as the electronic data across

government. An increase in the dependence on the ICT based systems would help in promoting
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privacy and information security (ICT Directions, 2004). The strategy will also solely focus on

solving the privacy issues identified at the different agencies in the government. This can be

attained by ensuring that there is critical infrastructure protection. One of the key initiatives is to

provide that there is the promotion of Culture of security across the different agencies of the

government.
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References

Hayes, D. N. (2007). ICT and learning: Lessons from Australian classrooms. Computers &

Education, 49(2), 385-395.

Countries. SSRN Electronic Journal. http://dx.doi.org/10.2139/ssrn.2560771

ICT Directions. (2004). SA Government ICT Strategies. The government of South Australia.

Retrieved from http://www.ictdirections.sa.gov.au

Newman, L. A., Biedrzycki, K., & Baum, F. (2010). Digital technology access and use among

Socially and economically disadvantaged groups in South Australia. The Journal of

Community Informatics, 6(2).