180907 ict strategy app - · pdf filefurther development of ... when providing and acquiring...

Organisational Development

Strategy

Leading Edge

ICT Strategy

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Contents Page

Introduction and Vision 3

Strategy 6

Strategy on a Page (summary of strategy principles) 21

Overview of appendices 22

Introduction and Vision

Introduction

Information and Communications Technology (ICT) now plays an essential role in the life of

everyone and in particular the work of the Council. It is a significant Council resource supporting

and delivering many areas of the business and is a key tool for business transformation and the

further development of services. This has been recognised by its inclusion as a major theme

within the Council’s Leading Edge organisational development strategy (ODS).

It is important to understand that ICT is not in itself a solution but rather should be viewed as a

crucial facilitator for innovative solutions. ICT allows ‘thinking outside of the box’ and opens up

the sharing of knowledge, the streamlining of systems and the setting and monitoring of

standards such as data sharing protocols, data quality, etc.. These benefits will only be achieved

if major business process re-engineering (BPR) is undertaken as part of the ODS programme.

These BPR processes should follow a corporate standard for both the method and

documentation.

All service areas have had the opportunity to contribute and comment on the strategy throughout

the process of its development.

The planned and effective adoption of ICT can allow services to adopt new working practices

and deliver services in innovative ways. Workflow processes can be defined and enforced,

ensuring the integrity of the process and leading to speedier service delivery. ICT also widens the

scope for information sharing and exchange, users both within and external to the Council can be

given access to only the information that they require, whilst allowing a complete picture of the

citizen/client to be maintained. The adoption of a Customer Relationship Management (CRM)

system is a good facilitator for this.

The Government previously recognised the importance of ICT in the delivery of both central and

local government services and set all areas of government the target of electronically enabling all

relevant services by 2005, ‘in ways that customers will use’. This has been followed by the

Transformational Government (Enabled by Technology) strategy. Working with this agenda it

will not be sufficient to simply facilitate electronic services, it will also be necessary to ensure

that the ‘take up’ of these services is maximised.

The last few years has seen some fundamental changes in ICT, which has made what would have

seemed impossible and impractical a few years ago now deliverable. The Internet has made

connection on a world wide basis both possible and desirable. The improved connectivity, which

has come with the expansion of the Internet has brought about the most profound change in

information access and communications. The Council must embrace the opportunities now

available to maximise the benefits of technology to the citizens that it serves.

This strategy addresses the technological and support elements of ICT and also links these to the

delivery of service outcomes. Issues such as: data input, data sharing, automation, mobility and

integration have all been included.

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The Strategy is underpinned by strong governance arrangements, an annual delivery plan, annual

project planning and specific project plans, a Technical Infrastructure Strategy and Application

Portfolio Analysis. These documents are attached as appendices to the Strategy.

Strategic Principles

The strategy embraces the concepts of integrated communications, open systems, data

management and security, ease of use, training and support. It must also support and complement

the Council’s and Departments business strategies and link to both the HR strategy and financial

plan.

There will also need to be a close working relationship with the Information Governance Team

who are responsible for devising and implementing policies and guidance on all information

managed throughout the council and for ensuring compliance with Access to Information

legislation, such as Freedom of Information Act 2000 and the Data Protection Act 1998. The key

areas of work where such collaboration is critical and mutually beneficial are outlined in

Appendix 8 but particularly concern areas where ICT can facilitate and support the enforcement

of best practice in corporate governance and where Information Governance can support

integration and interoperability objectives of ICT. Such collaboration will ensure that there is

alignment of both policies and practices across these areas.

ICT must of course be aligned to the needs of the business. Strong Governance and Leadership

are required to ensure that it remains focussed on meeting such needs. The use of ICT as a key

enabler to transform and change the business must be accepted at all levels of the organisation

and ICT must be viewed as corporate and strategic asset to the Council.

Best Value principles will be applied when providing and acquiring ICT Services, solutions,

hardware or software. A supporting business case and cost/benefits analysis should be prepared

for all systems and succession planning and financial arrangements for equipment and systems

must be in place.

Crucial elements of the strategy include:

• The Darlington & Stockton Partnership to deliver:

o Capacity & resource

o Focussed business engagement, support and advice

o Dedicated strategic roles

o Future economies and efficiencies in both ICT and business areas through joint

working

• A centralised, strategic budget to:

o Allow improved planning of ICT investment

o Allow improved procurement

o Minimise any silo based budget use

• Provision of the correct ‘tool sets’ and training to improve the Council’s ability to deliver:

o Flexible working

o Integration

o Workflow

o Joint working

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• Improved business processes through:

o Robust business cases

o Rigorous programme & project management

o Benefits realisation

o Channel development

Vision Statement

The prime aim of this strategy is:

“To enhance service provision via a range of ICT solutions and

ensure that service users have access to the information and tools

that they need at a time and in a format that is convenient to them.”

Please note that this vision is set within the council’s financial capability and within its corporate

priorities.

ICT Strategy

The vision for what Darlington needs to look like in 5-10 years time will be set out in our new

community strategy. We already know, through a period of reflecting on future demands and

opportunities that we need to work differently in the future. This is summarised in the ‘egg’

below which shows 4 key areas in which we need to work if we are to deliver the vision:

promoting the borough and the council; influencing public services; providing excellent services

and championing the needs of communities and customers.

The ICT strategy uses this approach as its base and seeks to align ICT services, support and

development to the four key areas. The introduction to the ODS identifies ‘Providing Public

Services’ and ‘Champion for the interests of the citizen’ as being the two areas where ICT will

make the most contribution, stating:

“The major contributions from ICT will be to gaining better intelligence to plan and deliver

services. Getting more people in the field and enabling greater self service will help us

champion the needs of customers.”

The outer ring of the egg diagram below shows that whilst it is true that the major contribution

from ICT is in the areas identified above, ICT will also make valuable contributions to the other

two key areas.

It should be understood that the terms ‘ICT’ and ‘Customer Services’ within this document refer

to these areas in their widest sense and not to the Council’s structures that bear these names

In addition to the need to support the Council’s ODS, recent work undertaken with the NCC

Group in developing a business case for the ICT strand of the Darlington and Stockton

Partnership led to both council’s ICT being described as top performing ‘utility’ services. The

following diagram shows how the NCC Group assessed the councils on a maturity road map.

Whilst, in fact, both councils have elements of each of the Levels within their current service, the

overall assessment of where we are positioned is considered to be a fair one.

The ICT strategy therefore seeks to move the ICT service along the maturity road map and in

particular, the Darlington & Stockton Partnership is seen as crucial for this. Darlington ICT

service, whilst delivering an excellent ‘utility’ service does have a challenging resource level and

has in the past suffered from the lack of a corporate approach to strategic investment, particularly

in the infrastructure area.

The partnership has been designed to deliver:

• A staffing structure that will give improved customer engagement and more strategic

planning and investment

• Increased capacity

• Strategic resources

• Improved governance and security

• Standardisation of infrastructure and systems across both councils, already there are several

areas of commonality and work has started in other areas to align systems, e.g.:

o Cisco networking equipment

o Microsoft products in both councils,

� including desktop, network security and e-mail

o Dell Hardware

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o Lagan Frontline CRM system (a joint procurement process by Darlington and

Stockton which pre-dates the partnership)

o ESRI GIS technology

o Adoption of PSE HR/payroll system

o Adoption of Aggresso Financial system

• Opportunities for improved contract and licensing arrangements

Another key driver for the ICT Strategy is Transformational Government.

In November 2005 the Cabinet Office’s e-Government Unit published a strategy document

entitled Transformational government – enabled by technology. The strategy can be found at

http://www.cio.gov.uk/transformational_government/strategy/index.asp

This was followed by an implementation plan and timetable

http://www.cio.gov.uk/transformational_government/implplan/

This identified 3 key transformations that are required to achieve the vision for 21st century

government enabled by technology:

• Designing services around the citizen or business

• Moving to a shared service culture, releasing efficiencies through standardisation,

simplification and sharing

• Improving Government’s ability to plan and deliver ICT-enabled change

The following sections take each of the key areas of the ODS and show how ICT will contribute

to and support the delivery of them. The strategy focuses on high level aims and outcomes with

greater detail provided in the appendices. An overview of the content of the appendices is

included at the end of this strategy section.

Facilitator /enabler

ICT will:

• specify, procure, implement, support and develop a robust, flexible and resilient

infrastructure and systems platform

• ensure that the council meets its legal obligations with regard to software licensing also

consider and recommend the most cost effective licensing models

• maintain an inventory

• ensure that the ICT infrastructure and systems have high availability and that security

backups and procedures are in place, supported by disaster recovery plans

• seek to attain the ISO17799 security accreditation

• provide a well trained and professional ICT workforce

• provide a cost effective and efficient service to its customers

• provide vendor management for all ICT partners, suppliers and contractors

Accessibility

ICT will:

• ensure that suitable Remote, Mobile and Flexible working solutions are researched,

specified, procured, implemented, supported and developed in conjunction with its

customers

• ensure that channel choice is available through the following:

o Web, E-mail, text messaging, voice, video, etc

o Automation of processes to allow workflow to be developed

o Data to be collected once and shared across the council and with other partners

and agencies, subject to suitable controls over access and Data Protection

adherence

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o Public access through the council’s website to information and self serve

capability

o Assist the council with its community engagement initiatives

o Assist the council and its partners to provide accessible IT facilities within the

borough and ensure that its websites and portals adhere to accessibility guidelines

and best practice

o Enabling electronic communication across the council and its partners and also

with and for the citizens

o Ensure that the council’s ICT facilities are well communicated to staff, partners

and citizen’s

• ensure that suitable integration solutions and tools are available to the council and its

partners to enable integrated service provision to both staff and citizens

• support social inclusion through suitable ICT and web based facilities

Business transformation

ICT will:

• ensure that a formal project management methodology based upon Prince2 is used for all

ICT projects and that this fits with the council’s overall project management

methodology

• assist to develop Business Intelligence by utilising the CRM system, integration

solutions, standard file formats and reporting tools

• link IT systems to provide an holistic view of customers and information

• identify innovative technologies to aid the implementation of new working methods,

processes and in the delivery of efficiency gains

• exploit best practice, standards and technology

• provide support for business innovation, performance and the pursuit of awards

• assist with BPR where appropriate

Communication

ICT will:

• ensure that suitable channels/forums are in place to facilitate business & customer liaison

• participate in suitable networking forums, including benchmarking, professional and

interests groups

• encourage customer participation by keeping them informed and seeking their views

• strive to offer the best possible customer care

• consult as widely as possible on all key issues

• support and assist community engagement

Governance

ICT will:

• ensure that suitable staffing, reporting, project and decision making structures are

implemented

• plan capacity, by using the service planning and project planning processes

• ensure that robust financial planning is performed for ICT and contribute to the MTFP,

Capital bidding process and revenue budget planning

• make recommendations to the Corporate IT Working Group on long term ICT goals and

related investment/efficiencies

• ensure that it supports and adheres to Information Governance arrangements

Partnership and collaborative working

ICT will:

• enable secure data sharing across the council and with other partners and agencies,

subject to appropriate controls over access and Data Protection adherence, by the

procurement and adoption of suitable software tools

• actively assist with the development of protocols, e.g. data sharing, security, etc.

• enable integrated service provision

• adopt suitable authentication system(s) to enable shared authentication and verification to

be adopted between the council and partners

• fully participate and support partnership working

• fully participate and contribute to regional working

Darlington Stockton Partnership

ICT will

• fully participate in the development of the business case

• be proactive in the promotion of the Partnership

• work with colleagues in Stockton to develop an implementation plan

• ensure a smooth transition to the partnership (if it is implemented)

• seek to ensure that the benefits of the Partnership are realised

Current position

• there is currently a robust and reliable infrastructure in place but additional resilience and

security will further improve this

• an inventory of hardware and licences exists and work to automate the collection of data

is underway together with a review of our licensing model

• a well established appraisal and personal development process is in place

• pilot projects for home working, mobile working and remote working have all been

undertaken

• a channel migration strategy is being developed

• web site established with good content and some web based transaction are in place and

the ‘self serve’ module of the CRM system has been purchased

• some community access facilities available

• some integrations in place, tools for development of integration being procured, BPR

work underway in several areas

• project management framework is in place

• governance arrangements are in place

• joint working within some areas already established e.g. joint commissioning teams, and

youth offending team

• joint project team for Darlington & Stockton Partnership

What we are seeking to achieve

• a flexible and resilient infrastructure that is ISO17799 compliant

• a flexible, cost effective licensing model that does not inhibit development and

innovation e.g. MS Enterprise license, DBC/SBC joint licensing arrangements

• continual staff development and evolution

• secure and resilient, remote, mobile and flexible working solutions

• a variety of suitable channels to be available to all stakeholders to facilitate improved

communications and service delivery

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• website(s) that is/are fully transactional (as defined by SOCITM) and meets the key tests

on Usability, Usefulness and Usage

• improved community access

• improved business processes that are customer focussed and supported by suitable

integration where feasible

• project management embedded at all levels within the organisation

• robust governance arrangements across both councils

• more joint working and shared assets such as networks, PCs and systems

• a successful transition to and development of the Darlington Stockton partnership

How will we achieve this?

• improved capacity and job focus through the Darlington & Stockton partnership

• improved stakeholder focus

• benefiting from Stockton expertise in ISO17799 process

• investment in staff training, hardware and software

• a strategic approach to ICT funding that will allow longer term strategic investment

decisions to be made

• increased negotiating strength through the partnership

• continued training investment and skills assessment using process such as SFIA (Skills

for the Information Age)

• implementation of well researched and tested remote, mobile and flexible working

infrastructure

• a focussed and skilled web support team with a suitable investment budget

• supporting the Community Engagement strategy and working with partners

• working with the change management team

• iterative business process reviews

• implementation of integration skills and tools within the council

• introduction of MicroP2 and other project tools, with training programme

• redesigned governance with improved stakeholder engagement

• establish and agree protocols for areas such as data sharing, security, etc.

• strong business case for the partnership with clear transition plan and committed and

trained workforce

It is considered that the following areas, which are described in detail in the above section that

relates to Providing Public Services, equally apply to this key area.

Facilitator /enabler

Accessibility

Business transformation

Communication

Governance

Partnership and collaborative working

Darlington Stockton Partnership

In addition to the above, the following areas will also contribute to the delivery of this key area.

Customer care

ICT and Customer Services will:

• provide a well structured and customer focussed website

• provide self serve facilities via the Council’s website, including if necessary secure

access to personal information through the adoption of a suitable authentication tool

• optimise the CRM system to improve the customer contact experience

• optimise the telephone system to offer self help and improve the customer contact

experience

• provide an integrated service to the customer by offering a linked front/back office

experience

• provide self help facilities in the Customer Service Centre

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Consultation

ICT & Customer Services will

• ensure that facilities exist on the website to enable on-line consultation to take place

• assist with the provision of customer facilities such as kiosks, etc in places that

encourage consultation and participation

Social inclusion

ICT & Customer Services will

• assist the council and its partners to provide accessible IT facilities within the

borough and ensure that its websites and portals adhere to accessibility guidelines and

best practice

• enable electronic communication across the council and its partners and also with and

for the citizens

• ensure that the council’s ICT facilities are well communicated to staff, partners and

citizen’s


Current Position

• web site established with good content and some web based transaction are in place

• the ‘self serve’ module of the CRM system has been purchased

• CRM system implemented

• some front/back office systems linked

• on-line consultation available on website

• Darlington Partnership (LSP) site available

• some community access facilities available


• a variety of suitable and secure channels to be available to all stakeholders to facilitate

improved communications and service delivery










solutions

• introduction of suitable authentication, e.g. Government Connect

• a focussed web support team under the management of a webmaster with a suitable

investment budget





Collaborative working

ICT will:

• implement integrated services within the council and work with partners to allow

integrated working across agencies

• introduce an authentication process within the council which will also allow shared

authentication between partner organisations

• enable secure data sharing across the council and with other partners and agencies,

subject to appropriate controls over access and Data Protection adherence, by the

procurement and adoption of suitable software tools

• actively assist with the development of protocols, e.g. data sharing, security, etc.

• fully participate and support partnership working


Best practice and innovation

ICT will:


processes and the delivery of efficiency gains


• provide business support for innovation

Community engagement

ICT will:

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o web, E-mail, text messaging, voice, video, etc

o automation of processes to allow workflow to be developed

o data to be collected once and shared across the council and with other

partners and agencies, subject to suitable controls over access and Data

Protection adherence

o public access through the council’s website to information and self serve

capability

o assist the council with its Community engagement initiatives

o assist the council and its partners to provide accessible IT facilities within

the borough and ensure that its websites and portals adhere to accessibility

guidelines and best practice

o enable electronic communication across the council and its partners for the

benefit of its citizens

o ensure that the council’s ICT facilities are well communicated to citizen’s

• ensure that suitable integration solutions and tools are available to the council and

its partners to enable integrated service provision to citizens


Current position

• joint working within some areas already established e.g. joint commissioning teams,

and youth offending team



• signed up to one year trial of Government Connect for authentication and secure e-

mail

• engaged with Information Governance team

• joint project team for Darlington & Stockton Partnership

• active participation in the SOCITM North East group


undertaken


• web site established with good content and some web based transaction are in place

and the ‘self serve’ module of the CRM system has been purchased







• improved cross-council and external working





• improved stakeholder focus through the introduction of focussed Account Managers and

Project Office

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solutions



investment budget





Channel development

ICT will:


o web, E-mail, text messaging, voice, video, etc

o automation of processes to allow workflow to be developed

o data to be collected once and shared across the council and with other partners

and agencies, subject to suitable controls over access and Data Protection

adherence

o public access through the council’s website to information and self serve

capability

o assist the council with its Community engagement initiatives

o assist the council and its partners to provide accessible IT facilities within the

borough and ensure that its websites and portals adhere to accessibility guidelines

and best practice

o enable electronic communication across the council and its partners and also with

and for the citizens

o ensure that the council’s ICT facilities are well communicated to staff, partners

and citizen’s

Customer care

ICT and Customer Services will:

• provide a well structured and customer focussed website

• provide self serve facilities via the Council’s website, including if necessary secure

access to personal information through the adoption of a suitable authentication tool

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• optimise the CRM system to improve the customer contact experience

• optimise the telephone system to offer self help and improve the customer contact

experience

• provide an integrated service to the customer by offering a linked front/back office

experience

• provide self help facilities in the Customer Service Centre

Business support

ICT will:

• assist to develop Business Intelligence by utilising the CRM system, integration

solutions, standard file formats and reporting tools

• link IT systems to provide an holistic view of customers and information available to the

council


processes and the delivery of efficiency gains


• provide business support for innovation, performance and the pursuit of awards

Regional working

ICT will:

• ensure that systems to facilitate regional working are identified and implemented


Current position


undertaken

• all office based staff and Members have access to PCs and the council’s network




• joint working within some areas already established e.g. joint commissioning teams, and

youth offending team

• web site established with good content and some web based transaction are in place and

the ‘self serve’ module of the CRM system has been purchased

• signed up to one year trial of Government Connect for authentication and secure e-mail

• engaged with Information Governance team

• active participation in the SOCITM North East group

• CRM system implemented

• the ‘self serve’ module of the CRM system has been purchased




• all council staff to have access to a PC and the councils network




• improved cross-council and external working

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solutions

• installation of work place PCs for non office based staff

• more flexibility regarding the use of alternative e-mail addresses (ie personal addresses)

for communication with staff



investment budget





Strategy on a Page

This SoaP tries to encapsulate the key issues of the Council’s ICT Strategy at a high level and therefore

present a short, readable and digestible understanding of the strategy.

Vision Statement

The prime aim of this strategy is:

“To enhance service provision via a range of ICT solutions and ensure that service users have access to

the information and tools that they need at a time and in a format that is convenient to them.”

Subject to adequate resources, this will be delivered by:

• Engaging with stakeholders to identify their requirements

• Employing rigorous governance arrangements including adherence to legislation and council policies

• A well trained, professional ICT workforce

• The application of formal project management methodologies and robust performance management

• The provision of a robust, resilient and secure ICT technical and core systems infrastructure that

supports the business requirements of the Council and which is suitably planned and resourced.

• The introduction of technologies to enable flexible working

• Ensuring that end to end business processes are reviewed and revised to take advantage of

technology and workflow, ensuring the automation of processes and information flows wherever

possible

• Identification of innovative technologies to aid the implementation of new working methods,

processes and delivery of efficiency gains

• The raising of awareness of the Council’s ICT capabilities by ensuring that new technologies are

researched and information disseminated within the Council

• The integration of ICT systems and the sharing of information across the Council and with other

partners and agencies, subject to suitable controls over access and Data Protection adherence

• Ensuring that good quality data is captured once and where relevant disseminated across the Council

• The standardisation of processes and IT systems across the council and where possible with partners

• Facilitating secure communication between all stakeholders via electronic channels, e.g. telephone,

e-mail, web and text

Overview of Appendices

Appendix 1 - Planning

This appendix outlines the key planning arrangements that need to be in place and includes the

service plan, action plan for delivering the strategy and projects plan.

Appendix 2 – Technology Infrastructure Strategy

It is important to understand how technology is being used and implemented in the Council. A

Technology Infrastructure Strategy (TIS) ensures that we plan how we use technology effectively

and efficiently. It is concerned with the environment in which ICT operates and includes servers,

networks, desktop & notebook PC’s, operating systems, tools & utilities etc.

Whilst generating the business case for a shared ICT service for Darlington and Stockton, we

have created a TIS in order to assess the similarity of technologies used and supported in each

Council and this is shown as appendix 2.

Appendix 3 - Application Portfolio Analysis (APA)

In today’s fast moving ICT environment, it is not unusual that about 75-80 % of IT budgets are

spent on application management/ maintenance. Legacy systems are the operational and

knowledge backbone of many public sector organisations; they are non-negotiable and crucial to

our service areas. Market research estimates that more than 70% of corporate data still resides on

legacy systems. Hence the successful management of legacy systems to meet evolving business

needs is a major challenge today.

This can be achieved through a comprehensive Application Portfolio Analysis (APA) of existing

applications. It is essentially a catalogue of all ICT systems, either Corporate or Departmental.

This analysis was recently carried out at the Council as part of the preparation work for the

business case for the ICT strand of the proposed Darlington & Stockton Partnership. This

document is shown as appendix 3.

Appendix 4 - Governance

This appendix outlines the key governance arrangements that need to be in place for ICT and

includes structures, policies, procedures, performance indicators and project management

arrangements.

Appendix 5 – Business transformation

This appendix explains our approach to new methods of working such as mobile, home and

flexible working. It also contains details of new technologies and projects such as integration,

automation, BPR and networks.

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Appendix 6 – Channel development

This appendix explains current thinking and best practice approaches to developing a channel

management strategy

Appendix 7 – Darlington and Stockton Partnership

This outlines the rationale behind the partnership and explains the steps already taken and

highlights the expected benefits for both councils to be delivered by the partnership.

Appendix 8 – Information Governance

This outlines the key areas of collaborative work with the Information Governance team.

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