ICT policy officer
Description
An ICT policy officer is a pivotal role in any organisation. An ICT policy officer works to assist the organisation to meet best practice standards in the development, use and maintenance of ICT systems, information and related assets.
An ICT policy officer will research, analyse, interpret and provide feedback on standards and directions. The ICT policy officer will then consult with relevant staff across the organisation, usually senior management, and staff from human resources, finance areas and legal departments to discuss the implications of any new policy direction that needs to be taken. The ICT policy officer needs to have very strong communication and negotiation skills. The ICT policy officer ensures that processes are developed to support the policy implementation. Once a policy has been approved and implemented the ICT policy officer then needs to establish processes to determine compliance with the policy.
An ICT policy officer is also responsible for preparing reports and submissions to senior management about information risk and compliance with ICT policy.
A Policy Officer exhibits a combination of capabilities from the Skills Framework for the Information Age (SFIA) and from the Leadership competencies for Queensland.
SFIA profile
Refer to the framework for descriptions of the seven levels of responsibility and accountability.
| SFIA skill code | SFIA skill level of responsibility | SFIA skills level descriptor |
|---|---|---|---|
Information management | IRMG | 5 | Ensures implementation of information and records management policies and standard practice. Communicates the benefits and value of information management. Plans effective information storage, sharing and publishing within the organisation. Develops organisational taxonomy for information assets. Provides expert advice and guidance to enable the organisation to get maximum value from its information assets. Assesses issues that might prevent the organisation from making maximum use of its information assets. Contributes to the development of policy, standards and procedures for compliance with relevant legislation. |
Consultancy | CNSL | 5 | Takes full responsibility for understanding client requirements including data collection, analysis and resolving issues. Manages the scope and delivery of consultancy engagements to meet agreed objectives. Identifies, evaluates and recommends options. Collaborates with, and facilitates, stakeholder groups, as part of formal or informal consultancy agreements. Seeks to fully address client needs and implements solutions if required. Enhances the capabilities and effectiveness of clients by ensuring proposed solutions are fully understood and appropriately exploited. |
Stakeholder relationship management | RLMT | 5 | Identifies the communications and relationship needs of stakeholder groups. Translates communications/stakeholder engagement strategies into specific activities and deliverables. Facilitates open communication and discussion between stakeholders. Acts as a single point of contact by developing, maintaining and working to stakeholder engagement strategies and plans. Provides informed feedback to assess and promote understanding. Facilitates business decision-making processes. |
SFIA skillLeadership skills
Leadership competencies for Queensland describes what highly effective, everyday leadership looks like in the sector. In simple, action-oriented language, it provides a common understanding of the foundations for success across all roles. The profile describes three performance dimensions (vision, results and accountability) and 11 leadership competencies required against five leadership streams.
Leadership streams are not connected to a level or classification, but rather reflect the balance between leadership and technical skills required of an individual. Individuals can consider the value proposition of roles rather than the traditional lens of hierarchical structures or classification levels. The five leadership streams are:
- Individual contributor (Leads self and does not supervise others)
- Team leader (leads a team and typically reports to a program leader)
- Program leader (leads team leaders and/or multiple areas of work)
- Executive (leads program leaders or other executives)
- Chief executive (leads the organisation).
When developing a role description, identify the role type and then focus on the most important attributes and create a balance between SFIA skills and leadership skills.
Entry points
An ICT policy officer does not need to have formal qualifications, however, a degree level qualification in an area such as information technology or business would be highly regarded. Alternatively, a diploma from TAFE in IT or business studies would certainly be of assistance to obtain work in the area of ICT policy officer. Work experience in the information technology area would also be considered highly.
The role of an ICT policy officer requires a high level of communication skills, both written and oral, strong skills in research and analysis. A logical approach to problem solving and an investigative and inquisitive mind are also vital qualities for this role.
Learning and development
There are a number of ways that you can develop and improve your ICT policy officer skills. There are a number of courses that you can attend that will increase your general knowledge of the role of an ICT policy officer. Many of these courses are run by private companies.