shared corporate ict strategy 2016 2020€¦ · john campbell chief executive – bcw liz elliot...

Shared Corporate ICT Strategy

2016 – 2020 Overall View

Future strategic direction for the development of a “fit for

purpose” shared ICT Service.

Document Version 1.1

Issued: 29th September 2016

Version 1.1 Final of 16

SHARED CORPORATE ICT STRATEGY 2016 -20

Revision History

Version Date Summary of Changes

0.1 21/06/2016 Initial Draft

0.2 07/07/2016 Revised Draft

0.3 07/07/2016 Quality Assurance review

0.4 13/07/2016 Distribution to ICT Managers

1.0 01/08/2016 Feedback from ICT Managers and ICT Executive Board Meeting.

1.1 29/09/2016 Inclusion of Finance summary

Distribution

Name Title Date of Issue Purpose

David Oliver Chief Executive – ENC 1st

Aug 2016 Final Issue / V1.1

Liz Elliot Head of Finance – BCW 1st

Aug 2016 Final Issue / V1.1

Bridget Gamble Head of Resources - BCW 1st

Aug 2016 Final Issue

Ian Peters ICT Technical Manager 1st


Alison Curtis ICT Support Manager 1st


Kathryn Rance Applications Support Manager 1st


Approval

Name Position Signature Date

David Oliver Chief Executive – ENC

John Campbell Chief Executive – BCW

Liz Elliot Head of Finance – BCW

Bridget Gamble Head of Resources - BCW

Reference Documents

Document Name Description Version

BCW & ENC - ICT Strategy - Technical & ICT Services

Detailed strategy report covering technical areas and ICT service

1.0

BCW & ENC - ICT Strategy – ICT Away Day Analysis

Analysis document covering the outputs from the ICT away day.

1.0

BCW & ENC - ICT Strategy – Presentation of Strategy

Outline of strategy in presentational form 1.0

BCW & ENC - ICT Strategy – Financial Analysis Outline investment and savings profile for the ICT change programme

1.0

BCW & ENC - ICT Strategy – Service Managers Analysis document covering the feedback from 1.0



Feedback the service manager interviews.

TABLE OF CONTENTS

1. EXECUTIVE SUMMARY ................................................................................................................................. 4

2. INTRODUCTION AND PURPOSE .................................................................................................................. 5

3. BACKGROUND ............................................................................................................................................... 6

4. CHALLENGE – MOVING FORWARD ............................................................................................................. 6

5. SHAPING THE STRATEGY ............................................................................................................................ 7

6. LOOKING FORWARD .................................................................................................................................... 7

6.1. FUTURE DIRECTION OF THE COUNCILS ............................................................................................. 7

6.2. STRATEGIC AND OPERATIONAL OUTCOMES FOR ICT ..................................................................... 8

6.3. TECHNOLOGY CHALLENGES AND OPPORTUNITIES ......................................................................... 8

7. STRATEGIC ICT CHANGE ............................................................................................................................. 9

7.1. CUSTOMERS OF THE SERVICE .............................................................................................................. 9

7.2. ICT INFRASTRUCTURE, SYSTEMS AND APPLICATIONS.................................................................. 10

7.3. THE ICT SERVICE AND GOVERNANCE ............................................................................................... 13

8. DELIVERING THE CHANGE – ICT PROGRAMME ROADMAP (INDICATIVE) .......................................... 16



1. EXECUTIVE SUMMARY In April 2008 the agreement to establish a “shared information and communications technology partnership” was approved by both councils with East Northamptonshire Council acting as the host for the shared service. The potential inherent within this partnership is still as relevant today as is demonstrated by the many shared service initiatives now emerging across local government.

In the period since 2008, ICT investment and improvements have progressed through the endeavours of the ICT service, but alongside of this there have been changes in both of the councils operating models, the technology solutions of the day and the approaches to delivering ICT services. The concept of cloud computing as a new way of delivering services was only just developing in 2008. The ICT strategy re-defined in this paper is based on two fundamental principles:

1. Key elements of the current ICT infrastructure, systems and service delivery approaches will require a “step-change” to adapt to the latest technology and ICT service delivery opportunities.

2. The current and future council operating models and service demands will require this change in ICT alongside a much greater alignment between service transformation and ICT.

The strategy outlines a very clear rationale for change based on:

Investment in new ICT with a significant reduction in ongoing costs of the service.

Operational efficiencies and improvements arising through the new ICT infrastructure.

A more robust and resilient ICT landscape.

Enabling service transformation with common ICT platforms across both councils.

More effective engagement of ICT resources in delivering change.

Revision to shared service agreement and governance arrangements.

The changes proposed in the strategy will fundamentally shift the design, structure and delivery of ICT, future proofing the investment and re-shaping the service to support the future business direction of both organisations.

The changes proposed will include; migration to a new external data-centre provision, common business platforms, redesigned wide area network, new network in ENC, streamlined applications suite, re-designed ICT service with new governance supported by a robust financial business plan for the ICT service.

To support the change an estimated investment and savings profile has been developed which is summarised below:

1. Capital investment required to deliver the ICT transformation programme: £figure removed

2. Total revenue savings from Oct 2016 to March 2020: £figure removed

3. Total revenue savings per annum thereafter: £figure removed

The detailed business case will include full details of each planned investment and saving and will be fully validated with finance within BCW & ENC. The above capital investment will be incorporated into a revised capital plan for the next 5 years which includes other areas such as software upgrades, desktop/laptop refresh, licences and any new business projects.



A roadmap for change is included at the end of this report to highlight the key areas of change and a timeline through to 2020 based on an ICT transformational programme approach.

A key aspect of this strategy is to move the current implementation and design of ICT onto a new platform of operation which simplifies the operational running of ICT and creates capacity for moving the service forward.

To achieve this the ICT strategy makes the following recommendations:

Launch an ICT Transformation Programme based on a data centre migration and application consolidation programme using a blended team of internal staff, external specialists, advisory roles and additional project management capacity with proven experience of this type of change. Areas to be addressed will include:

o Moving business applications into externally hosted or Cloud operations. o Implement a new Wide Area Network. o Implement a new Local Area Network at ENC o Establish Trust based Microsoft Active Directory for BCW and ENC. o Migrate to Office 365 Cloud. o Consolidation of application platforms and processes.

Complete a phased re-design/consolidation of the internal ICT team and governance in line with ITIL standards and a commissioning model of engagement across BCW and ENC.

As a future phase of the change to ICT, consideration should be given to operating the ICT service as a “spin off” wholly owned company providing commissioned services to BCW, ENC and potentially other councils in the region.

2. INTRODUCTION AND PURPOSE

Significant change is taking place across government today in both the shape and design of the organisations delivering services and in how these services are supported and delivered. ICT is no exception to this trend. What is clear from recent experience is that standing still is not an option if organisations want to survive. Change is now inherent in the fabric of service delivery and fundamental to how ICT services are designed and delivered.

This ICT strategy has been developed with this context in mind and seeks to embrace, in a practical way, the opportunities presented by the changes in technology that have emerged over recent years. It recognises that significant progress has been made with ICT but that a further step-change is now required to establish the basis to meet the future aspirations of the council partners over the

next 5 years.

Corporate Planning

How ICT will support and enable the achievement of

the key corporate outcomes as defined in the Corporate Plans for

each organisation.

Service Planning

How ICT will engage with and deliver technology solutions to the service

areas across both organisations to enable service improvements.

Enabling ICT

What cross cutting ICT systems and services will

be required across the organisations to enable

the efficient and effective running of the business.



This document also identifies the roadmap of change, and is a precursor to the investment and delivery plan for the provision and management of technology to drive service improvement and a transformational change approach across the ICT landscape. It is not about changing everything, but more about applying modern systems, solutions and ways of working in how each council operates internally and engages with its customers.

3. BACKGROUND

In developing the ICT strategy, applying an understanding of the history and current service operation is essential. The ICT shared service, created in April 2008, was unprecedented at that point, and a forerunner of many shared services which have developed across local government in the following years. It had the ambition of creating a single service for ICT, which could apply economies of scale across the two organisations, reduce costs and improve efficiencies through common platforms and services.

At the time there were numerous ageing legacy systems which needed replacement, along with an infrastructure refresh and new business applications. Much progress has been made, and there is still significant potential to develop the service further and adopt emerging technologies.

In recent years the service has suffered from the absence of a clear business aligned ICT strategy which could drive forward the consolidation of systems and capitalise on opportunities for change.

Steady investment has been forthcoming across the two organisations. Improvements to levels of operational stability have been achieved but without ICT acting as a full strategic enabler for the councils. There is now a significant risk that what should be a major corporate strategic asset is becoming reactive, over-committed and not contributing its full potential to the organisation.

There are challenges in aspects of the current ICT operational arrangements, increasing pressures within the service itself and a recognition from all perspectives (including the staff in the ICT service) that change is required. The reliance on separate technical infrastructures and systems, the lack of ICT commonality and integration across businesses with the duplication of costs and efforts will not enable the delivery of the either council’s ambitions for a flexible, changing organisation with modern enabling ICT.

4. CHALLENGE – MOVING FORWARD The ICT Shared Service has reached a critical turning point in its development and is now presented with a number of potential options which must be clearly presented and assessed through the strategy work so as to effectively shape the future ICT direction for both councils. There are a number of key challenges which have been raised by the strategy work which need addressing:

The extent of the consolidation and harmonisation of systems and business processes across the two councils has so far been limited due to ICT capacity / focus and the councils needing to commit to work together for specific services and systems.

Through consolidation and more effective use of the latest technology, ICT resource needs will reduce, ICT staff will become more productive, with greater time spent on improving the service rather than “fire-fighting”.

The overall arrangements and governance for how the ICT service operates across the two councils is not working effectively and will need to change

There are three potential directions the service could take:

1. Continue with the current approach – costs will rise and the service is unlikely to improve.

2. Re-shape and re-launch the shared service to deliver significant savings, an improved service and modernised ICT systems linked to service transformation.



3. Create two discrete ICT Services where costs will increase through duplication and opportunities for efficiencies will not be delivered.

In summary, the strategy is proposing that option 2 be adopted, which will require significant change in the ICT service, infrastructure and areas of service engagement through an 18 month change programme.

A key aim of the strategy should be to simplify and streamline the current ICT systems/solutions, create capacity in the service to facilitate change, and progress service improvement through the technology, development of skills / knowledge (in the new systems) and a phased application of industry best practice.

5. SHAPING THE STRATEGY It would not be appropriate to develop a new ICT strategy without a detailed engagement with the organisations involved with the shared services partnership. Understanding the issues and challenges around ICT facing both service areas and the corporate support teams was critical.

Capturing the individual and collective views of the ICT service was also critical to understand how the service is currently operating but also to capture ideas, views and recommendations for the future service from those delivering the service.

To develop this strategy a detailed engagement has been completed with the service managers across both councils with the findings documented and to be applied for the future ICT change programme. The key elements encompassed in the re-shaping of the ICT strategy can be summarised at a high level as follows:

6. LOOKING FORWARD

6.1. FUTURE DIRECTION OF THE COUNCILS The ICT strategy must be developed in a way that meets the future direction for each council and should reference both the strategic / corporate context and the operational running and management. There are differences emerging between BCW and ENC in how the organisations are structured and run, but there is no reason why these cannot be incorporated into the overall approach for ICT.

When viewing the overall business strategy and plan for each organisation it becomes apparent that an effective, efficient, robust and modern developing ICT provision represents a critical component that underpins and enables the corporate outcomes to be achieved. Some areas of this will be common and some discrete, but both partners will continue to change, requiring a flexible design to

Business Vision,

Strategy & Objectives

Capture Current state

of ICT

Future ICT Potential &

Trends

ICT Strategy and Direction

ICT Roadmap for Change

Buisness Impact and

Benefits

Modern “fit for purpose” hardware

solutions

Modern Application and Software

solutions

Streamlined processes and up-to-date working practices (ITIL)

Access to remote/flexible

working and support

Information available, up-to-date

and online

Delivery on project investments to

enhance business services



the strategy. For example, within both the ENC’s and BCW’s future corporate direction, there are elements which will be inherently strengthened through the right ICT. A key requirement of any ICT shared service partnership is that commitment to move forward with common systems and business processes will also need to be present within the respective service areas of the two councils.

6.2. STRATEGIC AND OPERATIONAL OUTCOMES FOR ICT ICT must always be an enabler for the business and its customers, and strive to create solutions which optimise and enhance the services offered by the councils. The rationale for the change inherent within the detail of the ICT strategy outlined below is based on both strategic and operational outcomes which are presented for each council, but also to demonstrate commonality of purpose.

6.3. TECHNOLOGY CHALLENGES AND OPPORTUNITIES Technology will always be moving through some degree of change but there are times when a major step-change takes place, which often renders a generation of technology investment redundant and needing replacement. The councils must plan for the future investment needs for ICT to sustain an effective business operation. Effective ICT investment will be essential to drive costs down both within ICT and more broadly across the operational services of the councils.

The partnership has reached a point where there is a fundamental requirement to invest in new technology opportunities which have emerged in the last few years. Key features of this change include:

Rapid growth in mobile technology and solutions.

Increasing options for operating ICT infrastructure and application services in the ‘cloud’.

Increased demand for different forms of digital interaction and collaboration with customers.

Extended work day and working week with 24x7 services.

Growth of proactive “push based” online services.

Increasing move to drive business benefits and cost efficiencies through the technology.

Enter Si is currently working with a number of councils to develop a more pragmatic, flexible and sustainable ICT design, which moves away from the complete outsourcing or totally in-house model

ENC

•Flexible ICT to support shared services partnerships.

BCW

•Flexible ICT to support new service delivery vehicles.

SHARED

•Meet customer expectations for modern online, multi-channel self-service delivery.

•Maintain up-to-date ICT adopting new technologies and practices as appropriate.

•Increased resilience and reliability of ICT with effective business continuity and disaster recovery.

•Reduced cost of ICT operation and services through ICT investment.

•Reduced complexity and streamlined ICT.

•ICT enabled operational efficiencies through business process change.

•Easy access and secure information to support decision making.

•Business commitment to maintain the quality of and management of information

•Effective ICT project delivery and support for continuous development and improvement.

•Common ICT and business systems delivering operational and cost efficiencies.

•Review and adapt current common standards to imporve ICT delivery (Prince2 / MSP / ITIL or equivalent).



to a more cost-effective and adaptable design. One thing certain for the future is that the shape of councils and services will continue to change and ICT must adapt to meet this challenge.

7. STRATEGIC ICT CHANGE The strategy has been developed to set out how change should take place in the service and the ICT systems over the next 5 years. It will evidence the rationale for the change and highlight the key elements of the ICT landscape and service provision. To provide a framework for the change a series of principles and drivers have been established as follows:

In developing this IT strategy, a review has been completed of the previous strategy for 2010-2013, the progress since then and the immediate pressures developing around the current level of ICT provision.

The key objectives for this strategy can be summarised as;

A detailed analysis is included with the strategy documentation but for completeness the key challenges facing the service have been summarised within the following sections.

7.1. CUSTOMERS OF THE SERVICE

CUSTOMERS OF THE COUNCIL

In developing this strategy a critical aspect of the ICT provision is to meet the future needs of customers and reduce the total cost of service provision by enabling a shift to “digital online”. This will require a continued commitment to develop a clear channel strategy within which systems integration and digital online services are key enablers and with a priority around simple transactional interactions.

Key Principles & Drivers •Commitment to transition to shared ICT systems and services in line with the respective councils' business models.

•Establish effective governance, operational engagement and leadership to support change.

•ICT enabled service transformation with common processes across both organisations where appropriate.

•Embed standards in the ICT operation and progress through a phased "fit for purpose" approach.

•Commit to a mixed economy of cloud / external hosting and internal operation of systems.

•Build in an annual strategic review with forward budget settting.

•Continue to deliver new and enhanced business systems.

•All investments in ICT will be based on fully validated business cases.

•Ownership and commitment by service managers of business systems and engagement with ICT.

Close ICT to Business Alignment

Consolidation of Systems

Increased Hosting & Cloud Migration

Streamlined ICT Service Design

Enabled Flexible and Mobile Workforce

Effective Project and Programme Delivery

Business Commitment to ICT enabled change



Both councils have invested in new web-sites, implemented as Cloud based solutions with a range of informational and online transactional services which provide platforms for further enhancing the customer experience.

COUNCIL EXECUTIVE

The strategy for ICT must align with the wider council priorities as developed through the local democratic processes. Elected members have an increasing need for the use of ICT and reliable access to information and services. The provision of consistent, mobile, secure, resilient and immediate access to council information, papers and performance data should be fully addressed in the strategy. This needs to recognise the differences in access that members will have compared to the general workforce.

A MODERN, MOBILE AND FLEXIBLE WORKFORCE

Significant changes are taking place across government in terms of the future shape of the workforce and the degree to which technology has become an enabler of more effective services and supports greater mobility and more flexible demands from staff, members and partners alike. By enabling the workforce with a mobile, agile and flexible working ICT capability, gains can be achieved in productivity and reduced costs (accommodation / travel), and new delivery vehicles can more easily be supported.

Technology solutions to support these changed working arrangements will need to be aligned to job functions, places of work and the style of work including remote, mobile and home working. There will be an inevitable shift from more traditional end-user devices to the use of smart phones, tablets, laptops and other data capture devices. The ICT must enable a more location-independent workforce. ICT solutions to support this will need to be device-independent, operate over low bandwidth links and be effectively managed without a return to base or specialist technical support.

A critical enabler for all of this will be a much broader digitisation of physically stored information to provide easy access to key information and knowledge away from the office. Home working will be more prevalent for some services, such as Revenues & Benefits, with easy setup and support, access to core business systems and telephony. The ICT strategy defines the key building blocks for this change.

WORKING WITH PARTNERS

Within both councils there is an increasing trend to work with partners through a variety of routes but which will bring a more complex landscape for ICT to operate within. The ICT strategy must define systems and solutions which will support this change, particularly to ensure effective sharing and collaboration. The provision of enhanced technical interoperability for the council systems, improved security, underpinned by PSN audit requirements and data quality will be needed with systems selected for ease of deployment and support.

There is a significant risk that this will simply increase the resources needed by the ICT service to support this diversity – the only solution to this is with the correct choice and deployment approach for ICT. The enormous growth of device-independent, cloud solutions in the public domain demonstrates the future direction for public sector ICT. A spin-off company may need a working Office 365 environment set up in days to commence operation – entirely possible today.

7.2. ICT INFRASTRUCTURE, SYSTEMS AND APPLICATIONS

A key purpose of the strategy is to present a clear picture of how ICT will change in the future through a workable, timely and cost effective approach. Inevitably, the investigations that prepare for the strategy deployment will define these solutions but as part of this work this document has identified the key ICT components that will be refined or replaced.



Strategies are not documents to be published and then filed. They are living documents, which evolve over time with changing business requirements and user and customer needs.

KEY THEMES FOR FUTURE ICT

Ensure that ICT design and development is shaped by the needs of the business and that effective and timely two-way communication is in place between ICT and each council.

The desktop should be properly virtualised so that users can access their normal working environment from any location and from any practical device such as tablets, laptops and home PCs.

Applications that can be cost effectively hosted by suppliers should be moved to a suitable secure cloud / externally hosted location where practical, including Microsoft’s Office 365 product.

Standardising the network design and application delivery platforms will significantly reduce costs and enhance flexibility and availability.

A MODERN, ROBUST, SECURE AND RESILIENT INFRASTRUCTURE

The current ICT architecture, both systems and technical infrastructure, has evolved over a number of years through ongoing investment but has become rather complicated and therefore unnecessarily expensive to run. This has resulted in a number of issues which are duplicating support effort and reducing effective service to users and customers.

There is a need to refresh some of the current technical infrastructure as a catalyst for a more cost effective, resilient and future proofed technology foundation to ensure long term value for money is achieved. There is a need for standardisation, simplification and consolidation to reduce ongoing support costs. In some key areas, moving to a ‘cloud’ based delivery model will reduce cost and risk.

A number of quick wins have been identified which will require investment, but reduce cost in the medium to long term. The current architecture is resulting in a higher number of network support staff than can be justified for an organisation of the size of ENC and BCW combined. Key objectives of the ICT infrastructure programme:

Migration to externally hosted secure data centre for key systems – potential to use Crown Hosting Data Centre given government security assurance and with competitive pricing.

Re-build the wide area network around a single service provider’s data centre. This will provide increased resilience and flexibility to downsize or upsize.

Consolidation of databases onto a single setup, standardise on common databases, reduce storage and processing through Office 365 and replace existing storage arrays where possible.

Establish a new virtual desktop infrastructure to streamline support and maintenance.

Commitment to a telephony approach based on an integrated and unified communication solution with cloud operation considered.

Implementation of cloud based applications where appropriate using UK based data centres and upgrades to the local area networks.

END USER COMPUTING AND OFFICE ENVIRONMENT

Creation of multiple MS Exchange trust setup, Microsoft Active Directory and supporting file servers through an Office 365 migration, also providing full voice and video conferencing. Migration of some areas of file storage to Corporate OneDrive.



Citrix re-design and implementation to establish a stable, fully supported and virtualised environment. Simplifies desktop software delivery and support, desktop replacement and multi-device working.

A key requirement is to provide a print management solution (as implemented in BCW) to support print anywhere to enhance security, reduce waste, control print locations and enable printing from all user devices including tablets.

CORE BUSINESS APPLICATIONS

The ICT service currently supports a range of business applications across both organisations which typically fall into two categories:

1. Corporate Applications which operate across the enterprise and are used by the majority of service areas.

2. Business specific applications which are used by specific service areas such as idox in Planning that may support the complete service or provide an application for a discrete area of the service.

A clear priority is to make as many applications available using the Citrix “thin-client” to extend the accessibility of the desktop. At present most of the main business systems are delivered through Citrix except for ESRI (GIS) but opportunities exist to reduce the burden on the infrastructure with selective use of hosting or applications in the cloud. There is some potential across both organisations to rationalise the number of applications through common platforms, application replacement and phasing older applications out.

idox Uniform – implemented in both organisations as separate instances. Need to explore potential for external hosting and common setup to reduce support time needs and costs.

idox – EDRMS – implemented in BCW with the potential for additional use within the council and as a broader shared platform.

ESRI – provides GIS to both organisations as separate instances with links to Uniform. Potential for external hosting

JADU - Web-sites hosted off site for both organisations but potential for further integrations and ongoing development of the web-site deployments driven by the business.

Lagan - currently used within ENC for CRM but system is outdated, expensive to support and being replaced by other councils. Replacement project to progress.

Academy – Revenues and Benefits solutions in place across both organisations. Potential to establish common platform with transformed service operating across both councils and reduce ongoing system support and staff costs. EDRMS integration will be a part of this change.

New Solutions to be delivered:

Options for an EDRMS platform across ENC and BCW to deploy across business applications as a corporate standard – need to explore how this can be used more broadly by the partnership. This will be a critical enabler for a modernised “paperless” Revenues & Benefits service.

In addition to the above, both councils are engaged with other authorities for services where the ICT provision is delivered as part of the shared service provision by another council. The current arrangements for Finance should be re-visited to assess potential savings of a common platform.

INFORMATION, REPORTING AND KNOWLEDGE ACCESS

Information management and reporting should be at the core of the ICT strategy given that it effectively captures a corporate view of this critical asset and an understanding of what information



is present and where it is required. The increasing partnerships will drive a more open approach to information sharing, with a demand for greater timeliness and quality.

Information will arise from multiple sources, (internal and external) and increasingly from council customers. A more integrated and overarching information management strategy is proposed as part of the strategy, with ICT solutions developed to capture data from multiple sources (e.g. CRM), which can then be analysed and reported on using a data warehouse approach.

BUSINESS CONTINUITY AND DISASTER RECOVERY (BC & DR)

In practical terms with an increasing move to remote hosting of business systems in robust, well designed data centres along with virtualised systems, many of the risks reduce, although there is still a need for some provision within the service provided.

The strategy would recommend a business review of BC & DR as part of the ICT transformation. The recent issues within the BCW data centre around the air conditioning unit, along with the key risks identified across both data centre operations, will be addressed through this approach.

7.3. THE ICT SERVICE AND GOVERNANCE

SERVICE OPERATION AND DESIGN

The overall operation and structure of the ICT Service has changed little over the last 8 years although it has reduced in headcount to its current level of 25 staff with some areas of service ceasing to operate.

In recent times the service has suffered from the absence of the Head of ICT and has effectively been managed by the three senior managers running the applications, technical and support areas. The absence of a single decision and guidance point along with some silo operation has created management challenges for the service. The service desk is well liked by the user community but some frustrations have emerged from the service areas consulted with.

All staff benefit from the ITIL foundation course but it is not clear that ITIL principles are properly followed. Project Management is established with policies documented but these are not always being properly followed within the service areas and a commitment is needed across the councils to common processes which are followed within all projects.

ITIL principles separate project delivery away from support in the ordinary course of affairs. The following structure should be a target for the service based on an indicative ITIL design approach:



A phased re-design of the service is recommended in line with the ICT transformation programme but at this stage it is not recommended to re-appoint the Head of ICT role. The future needs of the service will change, requiring different leadership arrangements following the changes to the infrastructure with a closer service transformation and ICT delivery engagement.

QUALITY AND STANDARDS

It is important that the ICT partnership continues to follow accepted standards of quality and governance. The staff are trained in ITIL but a forward programme of phased change is proposed to move forward and ensure standards are being strictly followed and that underlying systems are configured to work within the ITIL framework. The project management procedures in place are potentially effective and ICT certainly tries to follow them.

SOURCING AND PROCUREMENT

The current arrangements do not necessarily need to change, however some of the current suppliers should be reviewed with alternatives considered especially for specialist areas such as network redesign and the rebuild of the Citrix farm.

The new Crown hosting data centre framework agreement established between the Cabinet Office minister and ARK data centres is now the government’s preferred hosting facility and it is well priced and very secure. There is no need to go to market and this service is proven and used by organisations like the MoD.

Level 3 Communications has been recommended and their initial outline proposal for a new MPLS wide area network is very cost effective, secure and greatly simplifies Internet and PSN access. Even with maximum speeds and fully diverse connectivity for every site, (effectively dual connections), the year one cost including implementation costs undercuts the current spend by quite a margin. Level 3 is on the same framework agreement being used to address telephony requirements.

In progressing the implementation of the changes proposed in the strategy an ICT implementation partner will be required to provide programme management resource, technical guidance and ongoing strategic advice. A longer term call off arrangement for external resources will be required to support the change inherent within the strategy with costs factored into the business case development. The move to a mixed economy provision of internal and external resourcing is recommended.

GOVERNANCE

The governance currently in place for the Shared ICT Partnership has continued to operate very much as it was defined in 2008 when the agreement was put in place. In that time significant change has taken place within both councils and the experience of the partnership provides important learning for the future. In re-defining the strategy, it is appropriate to re-visit the governance in terms of accountability, operational effectiveness, decision making and leadership.

There is a recognition from both councils at a senior level that the ICT partnership has stalled and needs change – a key purpose of the governance is to ensure that where this type of situation develops it is addressed and corrected.

The Executive Board was created to set strategic goals and objectives and approve amendments to the development programme, but has become more operational and project delivery focussed. ICT is fundamental to the future of each council and needs representation at a senior level within the respective corporate management teams. A number of changes are recommended to move the ICT partnership into a more effective governance arrangement.



Review of overall governance arrangements and redevelopment of the original terms of reference for the ICT Partnership Executive Board.

Creation of an ICT Steering Group (meeting monthly) comprising senior ICT managers and suitable representatives from the business within BCW and ENC.

Refine Executive Board to operate at an executive level (meeting quarterly) with an emphasis on strategy, business case sign-offs and decision making.

Attendance at each corporate management team of a senior ICT representative.

Review the current business engagement forums where ICT is involved.

Create a client side business engagement function in each council as the interface into ICT.

FINANCIAL MANAGEMENT AND BUDGETING

As part of the strategy development a detailed analysis was completed of the current budget setting and financial management for ICT. There is an immediate need to bring a new level of rigour for both councils into the process of budget setting based on the strategy and future work programme.

The new budget strategy should drive out savings through investment to reduce the ongoing operational running costs and address the challenges identified with each council:

BCW - revenue funding gap of £1.3m by 2020 but with capital reserves

ENC - current revenue surplus but limited capital reserves

A more strategic and robust approach to financial planning and management should be embedded into the service with greater analysis of costs, clear separation of refresh capital investment and the application of a business case based approach to new investments. This should be applied for the new ICT transformation programme.

This will require significant finance input at both councils and should be led by these teams. The current approach of ICT operating on two separate finance systems is time consuming and inefficient and will need to be addressed.

The detailed financial management, tracking and budget setting will need an overhaul and new tools developed linked to more granular analysis of spend. Forward planning of investment will need to be significantly more integrated across BCW and ENC, with common areas and common support costs. To support this change an exemplar toolset will be developed to be applied.



8. DELIVERING THE CHANGE – ICT PROGRAMME ROADMAP (INDICATIVE)

The roadmap has

been developed to

provide an

indicative picture of

the plan through to

2020 but will need

further validation

and adjustment

through the

business case

development and

implementation

planning work.

Some areas such as

EDRMS and

Telephony will likely

run into 2017.