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DIGITAL WATFORD BOARD

Thursday, 22nd December, 2016

6.30 pm

Publication date: 14 December 2016

Agenda

Councillor M Watkin (Chair)Councillor K Collett (Vice-Chair)Councillors D Barks, Asif Khan and G Saffery

Officers: Managing Director, Director of Finance, Interim Head of Service Transformation,Head of Community and Customer Services, Customer Services Section Head, ICTClient Manager, Interim Business Analyst

1. Apologies for absence

2. Minutes

The minutes of the meeting held on 26 October 2016 to be agreed.

3. Update on actions (Pages 3 - 4)

The Board is asked to review the updated actions from the previous meeting.

4. Customer Service update (Pages 5 - 8)

5. Smart Town Infrastructure (Pages 9 - 16)

6. ICT Strategy update from Freedom (Pages 17 - 42)

7. Digital Watford progress update (Pages 43 - 52)

Updated: December 2016

Digital Watford Board: Outstanding Actions (2016-17)

Action to be carried out Responsibility Committee Date

Deadline for completion

Target/comments

DB16 The ICT Client Manager to arrange for a ‘frequently asked questions’ area to be available for members.

ICT Client Manager

26 Oct 2016 22 Nov 2016 A set of FAQs relating to the Microsoft Surface Pros is now available on the intranet.

DB17 The Interim Head of Transformation to report to the board with the projects delivery plan in the next six to eight weeks.

Interim Head of Transformation

26 Oct 2016 18 Jan 2017 Project progress is covered in the agenda.

DB18 The Committee and Scrutiny Support Officer to arrange a members briefing around key project dates.

Committee and Scrutiny Support Officer

26 Oct 2016 22 Nov 2016 Held on Thursday 10th November at 6.30 p.m. in Committee Room 2.

DB19 The Interim Head of Service Transformation to consider the best means that young people could be consulted in relation to digital developments and report back to the board.

Interim Head of Service Transformation

26 Oct 2016 31 Jan 2017 Communication and Engagement plan is being developed and due to be completed at the end of January.

Agenda Item 3

Updated: December 2016

Action to be carried out Responsibility Committee Date

Deadline for completion

Target/comments

DB20 The Interim Head of Service Transformation to explore:

How technology could be used to encourage use of alternative transportation to the car.

Applications to indicate the location of buses and refuse trucks.

Whether an application was available so that car parking charges could be paid using mobile telephones.

Methodologies to improve cycle usage.

Walking routes being better publicised.

Encouraging people to work more from home to reduce traffic.

The digital booking of services – such as the theatre and football matches.

Interim Head of Service Transformation

26 Oct 2016 22 Nov 2016 Proposed project to cover these items will be covered in the agenda (Smart Town Infrastructure project).

Watford 2020 – Digital Customer Progress Update Report

Completed by: Dani Negrello Period from: 1-Nov-2016

Date completed: 4-December-2016 Period to: 4-Dec-2016

Current Status Trend since last report Headlines

Jadu CXM PID and implementation plan in development for approval by ITSG in December.

Due to issues identified through user acceptance testing, go live of the website of the “Missed Bin” reporting module and bin day look-up delayed until December 14th.

I-Apply implementation plan in development.

In preparation for the implementation of Qmatic and reception desk set-up, changes to the layout of face to face area are being trialed.

Project plan for the implementation of Qmatic being developed in collaboration with the supplier, ICT and Facilities. Delivery of the project is underway.

Kick-off of implementation of Jadu/Payment portal integration

Main Achievements this period Key activities for next period

See headlines. CRM PID to be developed and agreed in December Go live on the website with “Missed Bin” reporting module Progress the digital reception area Scoping of tablet requirements for the face to face changes Progress payment portal integration

R

R/A

A/G

G

Same

Worse

Better

Move ‘ring’ to appropriate ‘traffic light: R = slipped significantly R/A = slipped but might make target A/G = slipped by easy to rectify G = on target

Agenda Item 4


Progress against plan

Key milestone Owner Planned Date ExpectedDate

Status Comment

CRM and Online Self Service

1. Agree I-Apply PID Dani Negrello 25-Oct-2016 Completed2. Agree CRM PID Dani Negrello 30-Nov-2016 Delayed Due to other work priorities. PID will go to ITSG

in December.3. Go live on website of “Missed Bin”

reporting moduleDani Negrello 30-Nov-2016 13-Dec-

2016Delayed Delayed due to issues identified during last round

of UAT. Revised go-live date subject to successful completion of acceptance testing.

4. Develop I-Apply implementation plan Dani Negrello 5-Dec-2016 In progress Subject to agreement with ICT / Planning / Building Control / Licensing

5. Review current self-service systems, develop proposals (e.g. web chat) and improvements along with business case / timescales

Daniel Gaster 31-Jan-2017

6. Deliver CRM and Self Service Dani Negrello 3-Apr-2017 In progress

7. Go live with Webchat (subject to successful business case)

Dani Negrello 30-Jun-2017

8. Review options (and business case if relevant) for one-stop-shop off-site workstations

Dani Negrello 31-Jul-2017

Digital Reception Area

9. Wifi in reception Kevin Mcleod 31-Oct-2016 Completed

10. Relocate self-help PC’s Clive Goodchild 31-Oct-2016 Completed

11. Delivery of 3 additional self-help phones Kevin Mcleod 05-Dec-2016 24-12-16 Delayed Awaiting delivery of additional handsets.


12. Self-service tablets in reception with meet and greet role

Dani Negrello 24-Dec-2016 12-01-17 In progress ICT to advise on and procure most suitable tablet devices.

13. Go live with Qmatic Dani Negrello 24-Dec-2016 12-01-17 In progress Delay due to ICT pressures with other projects

14. Trial reception pod Dani Negrello 12-Jan-2017 No started 2 week trial of reception pod and meet and greet role.

15. Investigate self-scanning and visitor registration system

Dani Negrello 31-Jan-2017 In progress

Status Key: Completed: Milestone met On Track: Milestone expected to be completed on time At Risk: Milestone could be delayed unless action taken. Delayed: Milestone will be delayed. Expected completion date different to planned date (as set out in PID).

Budget Summary

Allocated budget (Customer Services Improvement Budget)

Area of Spend Spent to date Balance

£75,800 New CRM with links to telephony, Idox and payments system £18,700 £57,100

£75,350Digital project manager to set up CRM and develop to meet future requirements in line with service reviews over next 18 months £75,350

£2,180 Reception pod and chair £5,000 Tablets

£23,102 Qmatic and two LED screens £279 £22,823£2,000 New signage in reception


Commentary on budget(Please indicate if variance shows need for increased budget and possible options for additional funding requirements. If increase in total budget implement change control process)

Risks Summary – Please provide an update on original risks and provide details of NEW risks. Original Score Updated ScoreRisk identified

Probability (P)1 - 4

Impact (I)

1 - 4

Score(P x I)

Probability (P)

1 - 4

Impact (I)

1 - 4

Score(P x I)

Commentary

Resources are not available due to other projects and priorities 3 3 6 4 3 12

Project manager to monitor the availability of other resources and manage timescales with their engagement to ensure timely delivery of projects

Cost of improvements to face to face area are prohibitive 4 2 6 4 4 12 Initial costs were prohibitive. Revised scope for

redesign being agreed.Costs of new technology and development is prohibitive 3 3 9 3 3 9 Provisional budget to be agreed by MPPB

Lack of engagement within services to implement changes and deliver expected outcomes

3 3 9 3 3 9

A clear communications and engagement plan to be developed for each theme of the project to ensure staff are engaged and that there is adequate stakeholder management

PROJECT BRIEF

Project Description

Watford Borough Council has a vision to create a digital infrastructure that not just transforms how the Council operates, but also provides local businesses with a competitive advantage and enhances the quality of life of residents.

Over the last few years there has been an emergence of smart cities that use technology to integrate and manage citywide infrastructure. Central to being able to deliver such a vision is the requirement to enable devices to effectively communicate with each other, for example – public bins being able to communicate when they are nearly full, traffic being re-routed following an accident or parking sensors communicating the availability of parking spaces to a mobile phone. This is often referred to as “The Internet of Things” (IoT):

“Adding radio-frequency identification and other sensors to everyday objects will create an Internet of Things, and lay the foundations of a new age of machine perception” – Kevin Ashton, 1998

This project will deliver a wireless infrastructure across Watford that supports the IOT, along with governance arrangements to maximise the benefits of the technology, specifically:

Providing a competitive advantage for local businesses Creating commercial opportunities for local businesses and the Council More effective and efficient local services Improving quality of life of residents and visitors Supporting the development of local skills Giving the Council first-hand experience, expertise and knowledge in the field of IoT to facilitate

future related technology projects and procurement. Allow Watford to become an IoT test bed to attract high-tech businesses in the same way that the

Milton Keynes MK smart project (http://www.mksmart.org/about/) has acted as a magnet for innovation

Project Background and Rationale

Until recently the practicalities and costs associated with IOT made it unaffordable to take advantage of remote communication methods such Bluetooth or wifi don’t have sufficient range and the alternative of placing SIM cards in each device soon becomes financially prohibitive. Furthermore, because of the energy requirements of these methods of communication, device batteries quickly become depleted.

This project will work with Digital Catapult (a government funded organisation supporting the economy by opening up opportunities for businesses to access new and emerging technologies) to provide a LoRaWAN wireless network across Watford. LoRaWAN is a Low Power Wide Area Network (LPWAN) specification

Version 0.2 (draft)Project Name Smart Town Digital Network Date 7 December 2016

Project Sponsor Richard Quayle Project Manager

Cherie Norris (tbc)

Agenda Item 5

http://www.mksmart.org/about/

intended for wireless battery operated devices in a regional, national or global network. LoRaWAN is an open standard which already has a committed and growing user base of more than 500 software, hardware or operator companies.

Digital Catapult will loan a LoRaWAN Gateway (transmitter, antenna and power supply) to the Council for no cost, this will include the relevant software to make it function. The Council can also purchase additional Gateways for £600 + VAT each which the Digital Catapult will provision on the network to increase coverage. The intended loan period will be for a minimum 2 year term.

Each Gateway has a 2km – 4km (2km in dense urban environments) wireless radius range and can have 10k end devices connected simultaneously. The Council owns a number of suitable premises within the Borough which could meet the operational criteria of such a network (subject to an options appraisal and testing).

Devices are relatively low cost (e.g. parking sensor is around £40 and a mouse trap around £25) and depending upon the type of device, the battery will often last between 2-5 years. Solar panels and other methods of generating electricity can be added to devices to extend battery life. Some other device examples can be found here: https://www.lora-alliance.org/Products/Certified-Products

The wireless network is designed to receive and transmit small amounts of data. The payload size is ideal for the majority of sensing and actuation use cases but it should not be considered as a replacement for WiFi or broadband – this needs to be considered when planning its application. So for example, we would not be able to use the network to send video footage of a car, we could however send the registration number.

LoRaWAN has the ability to triangulate the position of devices but requires at least three Gateways to be in place to do this. It is proposed that the Council initially installs three Gateways in Watford.

This type of LPWLAN wireless network would enable the Council and local businesses to develop and access technology that:

Enhances the quality of life of the publicE.g. according to a survey, across the UK it takes an average of nearly seven minutes to find a suitable parking space - parking sensors (approx. £40 each) can be put under car parking spaces so the public can be directed to the nearest parking space via their mobile phone. 30% of vehicular pollution, fuel consumption and gases emitted contributing to global warming, are caused by commuters looking for free parking space (http://www.wiitronics.com/environmental-effects.html)

Enables businesses and the Council to provide a better service and run more efficientlyLPWAN enabled devices can reduce manual work and provide a more responsive service e.g. sensors can be added to public bins to alert the council when they are full or to rodent traps to signal if they have caught something (a LPWAN enabled mouse trap costs between £20 - £30).

Provides a commercial opportunity for local businesses and the CouncilThis project would provide the Council the opportunity to invite local businesses to submit proposals for developing devices that use the LPLWAN. Proposals would be reviewed and if successful, the company could be given access to the LPWAN without a charge. Where a proposal addresses an issue that is important to the Council, the Council could choose to part fund its development - on the agreement that when the solution is commercialised and rolled out beyond Watford that the Council receives a return on its investment (e.g. a profit share).

https://www.lora-alliance.org/Products/Certified-Products

http://www.wiitronics.com/environmental-effects.html

Develops solutions to local issuesThe Council could work with its public sector partners to identify key areas that they believe LPWAN supported technology could provide a solution to. Local businesses could then be offered the opportunity to submit proposals with the successful one receiving funding. If the solution is applicable to areas outside of Watford, there may be the opportunity for the company to sell the product with the Council receiving a return on its investment.

Supports development of local skillsThe Council would work with the local university and college, providing access to the LPWAN and setting challenges for students to develop proposals that address local needs.

Governance arrangements will need to be developed around how devices get added onto the network, who manages them and installs the software, who monitors the responses etc.

Rationale for the project (tick & explain)

Legislative or statutory requirement

Identify ways to manage the borough’s housing needs

Potential area that LPWAN proposals could explore and deliver solutions for.

Champion smart growth and economic prosperity

Provides an infrastructure to support local businesses.

Provide for our vulnerable and disadvantaged communities


Deliver a digital Watford to empower our community

Part of Digital Watford - provides a digital infrastructure to support local businesses.

Secure our own financial futurePotential area that LPWAN proposals could explore and deliver solutions for.

Effective two-way engagement and communication


Sound management and high performance

Potentially will provide management information not currently available.

Improving the town’s environmentPotential area that LPWAN proposals could explore and deliver solutions for.

Delivery of political prioritiesPotential area that LPWAN proposals could explore and deliver solutions for.

Implications of not undertaking this project

Missed opportunities around: Working in partnership with local businesses to develop solutions that enhance the quality of life of

the public Local businesses, the Council and partners providing better services and able to run more

efficiently New business for local businesses and the Council Development of local skills

Options Appraisal1) Do Nothing – not recommended as will miss opportunities set out above.

2) Carry a review of LoRaWAN and the level of local interest from businesses, partners and the Council before introducing a phased roll out. Initially three Gateways will be rolled out and local businesses / partners will be offered training and access to LoRaWAN for a trial period. During this period longer term governance and full roll out plans will be developed.

Option 2 is recommended.

Benefits including financial savings Providing a competitive advantage for local businesses Creating commercial opportunities for local businesses and the Council More effective and efficient local services Improving quality of life of residents and visitors Supporting the development of local skills

Approach and Costs Tolerance +/- 10%The cost of the project will be determined by number of Gateways that are required. The project will be delivered in three phases. The Board is asked to agree the costs of Phase 1 and 2 as part of signing off this Project Brief.

Phase 1: Review LoRaWAN (by end of January 2017)Cost - £5,000

To minimise financial risk the Council will work with a technical advisor to:

Review LoRaWAN to ensure its suitability to meet the Councils requirements

Understand level of interest with local businesses, public sector partners and within the Council

Make recommendations on how the network will be managed and rolled out

Test a single Gateway (using a Gateway on loan from Catapult)

Identify potential areas where Council will get a financial return on investment

Phase 2: Limited rollout of LoRaWANCost - £20,000

Following a successful review of LoRaWAN, phase 2 will:

Install up to three Gateways and provide training enabling local organisations and the Council to start trialling the network.

Define how far the Council wishes to roll out the network and the governance arrangements.

Trialling three Gateways for two years will cost approximately £13,200. After the second year, if the project

was extended then it would cost £1,800 per annum. This is made up as follows:

Each Gateway device costs £600 (Digital Catapult will loan the Council one Gateway at no cost). Installing each Gateway will cost an estimated £3400. Annual internet connection will cost an estimated £600 a year for each Gateway.

As these are estimates and costs may vary between sites, it is recommended that the Council budgets £15,000 for the three Gateways (for a two year trial).

In addition, £5000 is requested to support business engagement / innovation.

Phase 2 will be delivered through the following 4 products:

Product: Engage Local Businesses and Partners Owner DeadlineDevelop communications plan that:

Promotes project at Digital-Cluster in February 2017 Opens discussion with key public sector partners about

opportunities Delivers a promotional event(s) to get engagement

Cherie Norris (tbc) supported by Communications

February 2017

Product: Install Trial Gateway Devices Owner DeadlineInstall three Gateway devices on the roofs of nominated sites with an internet connection meeting the requirements set out in the Gateway specification.

Tim Woolridge February 2017

Product: Train and Provide Trial Access to the Network Owner DeadlineProvide training to local organisations wanting to connect devices to the network along with access for a trial period. Training will be supported by Digital Catapult. Feedback from local organisations trialling the network will feed into the development of the following product (Scope and Governance)

Cherie Norris (tbc)

Two month trial starting February 2017

Product: Scope and Governance Owner DeadlineWork with Leadership Team, Digital Watford Board, Portfolio Holders, technical advisor and partners to determine:

The extent of the network coverage e.g. does the network extend beyond the borders of Watford?

Governance arrangements for managing the network, adding and managing devices etc.

How the Council will work with partners to identify key areas requiring local businesses to develop solutions.

Process by which businesses / organisations can propose developing devices, obtain funding and how the Council will receive a return on its investment.

How the Council will identify future opportunities and purchase LPWAN enabled devices to improve services.

How the Council will work with the university / college to develop skills and set challenges to develop solutions that address local issues.

Whether the Council will have a “hands-on” roll with its own server / code connecting to the Gateway or if it will leave other organisations to connect to the Gateway with their

Cherie Norris (tbc)

April 2017

own servers / code.This information will be collated into a PID requiring approval.

Phase 3: Full Rollout of LoRaWAN and Governance ArrangementsCost and scope will be set out in the PID (developed in Phase 2)

Phase 3 costs will be determined in Product “Scope and Governance”.

As well as costs for any additional gateways, it is anticipated that a budget will be required to help fund businesses develop devices/solutions (with an agreed return on investment) and to enable the Council to purchase devices directly.

Ongoing cost offset

To be determined in product “Scope and Governance”.

Change Impact

More streamlined and efficient services Commercial income Economic opportunities for local businesses

Level of project complexity

Stakeholders & partners Digital CatapultPublic Sector organisations Digital Watford Board and Portfolio HoldersLeadership Team

Contracts (procurement related) To be determined in “Scope and Governance” product whether a contract is required regarding organisations using the network and commercial contracts where the Council supports initiatives on the understanding it will receive a return on its investment.

Technical (IT, or physical build) The Gateways will need to be connected to the internet but not necessarily connect to any servers or other Council systems unless this is determined whilst scoping the full roll-out (see product “Scope and Governance”).

Approach (proven or unproven, etc) Using emerging technology that is not widely used yet.

Involvement from other services

Level (H, M, L)

Details

Corporate Strategy & Client Services

M Communications and Engagement Plan

Community & Customer Services

Regeneration & Development

M Project management and co-ordination of installations

Democracy & Governance (including Procurement)

D & G - Facilities

M

M

Potential legal support around contracts/Agreements with providers and Digital Catapult

Mechanical, electrical and building surveying services before and during installation.

ICT M The Gateways will need to be connected to the internet but not connected to any servers or other Council systems unless this is determined whilst scoping the full roll-out (product “Scope and Governance”).

Finance

HR

Revenues & Benefits

RisksInsufficient resources – product owners being able to give sufficient time to the project.

Timescales Start Date: End Date: Date for PID approval: Tolerance: +/- 1 month

December 2016 To be determined in the PID

April 2017

Any additional notes

ICT Strategy Engagement

PID v1.0 – Watford & Three RiversCreated by: Harry West14 December 2016

Agenda Item 6

Table of Contents Document Control ..........................................................................................................................5

Disclaimer ...................................................................................................................................5

Version Control...........................................................................................................................5

Contributors................................................................................................................................5

Distribution & Approval Record..................................................................................................5

Documents Referenced ..............................................................................................................5

Introduction....................................................................................................................................6

Background.................................................................................................................................6

Document Purpose .....................................................................................................................6

Project Definition............................................................................................................................7

Business Case..............................................................................................................................7

Watford Borough Council .......................................................................................................7

Three Rivers District Council ...................................................................................................7

Objectives ...................................................................................................................................8

Project Approach ........................................................................................................................9

Methodology ........................................................................................................................10

Prepare .................................................................................................................................10

Discover ................................................................................................................................11

Engage ..................................................................................................................................11

Plan .......................................................................................................................................18

Assumptions & Constraints ......................................................................................................19

General Customer Dependencies .............................................................................................19

Contacts ....................................................................................................................................20

Site Locations............................................................................................................................20

Budget ......................................................................................................................................20

Timelines...................................................................................................................................21

Project Acceptance Criteria ......................................................................................................22

Quality Management....................................................................................................................23

Quality Plan Strategy ................................................................................................................23

Document Control ....................................................................................................................24

Project Reference Documents ..................................................................................................24

Communications Plan ...............................................................................................................24

Terminology & Definitions........................................................................................................25

Initial Risk Assessment / Management.....................................................................................26

Health & Safety Approach ........................................................................................................26

Acceptance & Sign Off ..................................................................................................................26

Document Control

DisclaimerThe Copyright in this work is vested in Freedom Communications (UK) Ltd and the document is issued in confidence for the express purpose for which it is supplied. It must not be reproduced, in whole or in part, or be used for any other purpose without prior written consent being obtained from Freedom Communications (UK) Ltd, and then only on the condition that this notice be included in any such reproduction. No information as to the contents or subject matter of this document or any part thereof arising directly or indirectly there from shall be given orally or in writing or communicated in any manner whatsoever to any third party without the prior written consent of Freedom Communications (UK) Ltd.

© Copyright Freedom Communications (UK) Ltd 2015

Version ControlThe following tables summarise the costs associated with this project. The ‘Core Project Requirements’ are needed for all options.

Version Changes Changed By

V0.0 Creation Harry West

V0.1 Amendments following feedback Harry West

V.0.2 Amendments Dan Figueiredo

ContributorsName Role

Harry West Managing Business Consultant

Dan Figueiredo Managing Business Consultant

Distribution & Approval RecordName Company Job Title Approver/Receiver Date Approved

Richard Quayle Watford Borough Council

Head of Transformation

Approver

Documents ReferencedRef Issue/Date Created By Title

1.0 Harry West ICT Strategy Consultancy Tender Submission

1.1

Introduction

BackgroundWatford is one of the “Top 10 Happiest Places to live in the UK” and is home to over 95,000 citizens in an area of 8.5 square miles. With a growing local economy, Watford, together with Rickmansworth and Chorleywood, is fast becoming one of the most prosperous areas in the UK. Whilst Watford Borough Council and Three Rivers Borough Council have achieved a huge amount of success over the past five (5) years, increasing financial pressures (as a result of the Revenue Support Grant expiring in 2020), changing social demographics and changing citizen’s behaviours and needs all mean that the Councils also need to change.

Document PurposeThe purpose of the Project Initiation Document is to define the scope of the Watford & Three Rivers Council Provision of Project and forms the basis for its management. It sets out:

WHAT will be delivered

WHY it is required

WHO is responsible for delivery

HOW and WHEN the project will be delivered

This document, together with the associated Project Plans, provides the starting point (baseline) on which all decisions will be taken, and against which performance will be measured. This does not imply that change cannot occur, rather, the change to the baseline plan can be recognised, its impact evaluated and appropriate action taken.

This document will be updated during the life of the project to reflect the current status, plans and controls. Currently, this is at the contract signed stage, therefore a number of sections herein are subject to review and agreement by Watford & Three Rivers Council.

For the avoidance of doubt, this document should reflect the signed contract and purchase order – these will take precedence in the case of any disagreement.

Project Definition

Business CaseWatford Borough Council and Three Rivers District Council are embarking on a shared vision of improving services and reducing costs in today’s fast paced and volatile environment. This presents a wide and varied set of new challenges that both organisations are having to adapt too but the two Councils are not succumbing to the pressures they are facing – instead they are facing it head on.

The vision and strategy for each organisation is as follows:

Watford Borough CouncilWatford Borough Council have a vision of creating a bold and progressive future for the Watford community and the economy. The Corporate Plan for 2020 defines five key priorities:

Identify ways to manage the area’s housing needs

Champion smart growth and economic prosperity

Provide for our vulnerable and disadvantaged communities

Deliver a digital Watford and surrounding area to empower our community

Secure our own financial future.

Three Rivers District CouncilThe District Council has a long-held vision of remaining a prosperous, safe and healthy place where people want and are able, to live and work. This translates into four key priorities as part of the Strategic Plan 2016-2019:

Safety and wellbeing – working with our partners to make the district a safer place, providing a safe and healthy environment, reducing health inequalities, promoting healthy lifestyles, supporting learning and community organisations.

Clean and green – maintaining a high quality local environment and reducing the eco-footprint of the district.

Economic opportunities – working in partnership to promote the economic prospects for all our communities.

Customer Service – delivering services to a standard that meets the needs and expectations of all of our customers and providing exemplary value for money.

In order to be able to deliver on these priorities, whilst mitigating the risk associated with a reduced revenue in the future, the Councils recognise that they have to change the way they work to continue their success in the community.

Digital is seen to be a key enabler for this change, as it not only allows the Councils to be disruptive, reduce costs and “do more with less” but also enables them to offer a higher level of service to citizens, businesses and partners alike.

As part of this Digital Transformation, there is a fundamental need to develop an ICT Strategy that enables digital ways of working and ensures that the Councils deliver on their respective vision(s). In addition to this vision, the ICT Strategy needs to reinvent the way the Councils do things in order that they can establish the basis for successful future growth.

As a result of this need, Watford Borough Council and Three Rivers District Council have released a public tender for ICT Strategy Consultancy services. This tender invites experienced, credible and reputable organisations to submit a proposal for the design and development of a Digital ICT Strategy.

ObjectivesThe ICT Strategy will:

Set out the background to the councils ICT service and the journey it has been on

Describe the corporate and transformational ambitions of the councils, the gap in ICT provision and how ICT will enable the ambitions to be delivered

Identify the key objectives of the ICT service and how they will be delivered. This will include (but not be limited to) setting out how:

o The ICT team will take a ‘business partnering’ approach to delivering the service.

o Electronic self-service will be provided to our customers (fully integrated self service provided towards external and internal customers).

o The ICT Service will enable smarter and more efficient ways of working across the councils e.g. use of mobile technology to support flexible working, secure Wi-Fi, document management / collaboration, which systems should be in the cloud etc.).

o The ICT Service will provide a Fit for purpose, robust and reliable infrastructure (including infrastructure to deliver councils ambitions, telephony / unified communications, Bring Your own Device).

o Information will be managed securely (ensuring issues relating to PSN are addressed)

o The ICT Team will deliver a best practice service

o Applications will be consolidated and rationalised (as well as identifying opportunities this will also identify expected financial savings)

Set out investment cycles for hardware and applications (i.e. identifying when they need to be replaced / upgraded, annual funding requirements for future years)

Set out ICT workforce and budget requirements

Identify costs for delivering the ICT Strategy and significant financial savings that will be made through its delivery

Provide a road map / action plan to deliver the ICT strategy. This will include timings and expected costs.

Please note that it is Freedoms intention to create a strategy that is expected to deliver on the priorities and drivers of both organisations, as part of their respective 2019/2020 strategy. However,

it is worth noting that following consultation, there may be requirements and/or initiatives that will need to be implemented at a later date.

Project ApproachWhen developing an ICT Strategy, there are some key questions that need to be addressed in order that a comprehensive strategy can be put in place that delivers on the desired outcome of the organisation:

Where are you now?

Where do you want to be?

What is the desired outcome?

What obstacles stand in the way of you delivering on the desired outcome?

How do you manage the transformation from the old world to the new?

How do you support your employees through the transformation?

An ICT Strategy needs to be able to deliver true value (both business and financial) to ensure that the organisation receives the benefits it is looking for. More importantly, the ICT Strategy needs to be able to enable the Council to leverage the opportunities available with Digital to ensure that value is also created for your customers as well.

An ICT Strategy engagement from Freedom Communications addresses these questions by conducting a series of detailed work streams in collaboration with Watford Borough and Three Rivers District Councils. The objectives of these work streams include:

Identify and understand the current organisational landscape and the background to where you are today.

Identify the business and stakeholder requirements, in order that the ambitions of the Councils can be articulated and documented.

Identify key customer personas and align to the Watford Borough and Three Rivers District Councils customer journey(s) for the primary services that are delivered by the Councils.

Evaluate the current technology landscape to identify any potential obstacles, risks or dependencies that may impact the realisation of the business and stakeholder requirements.

Develop an appropriate Technology Roadmap that addresses the gaps and delivers on the requirements of the Councils.

Evaluate resourcing models and capabilities in line with the desired Technology Roadmap to identify gaps, as well as opportunities for personal/professional development.

The following section provides a summary of these work streams:

MethodologyTo deliver on the work streams discussed in the previous section, Freedom will apply our standardised Business Consulting Framework to develop an appropriate ICT Strategy that delivers on the requirements of Watford Borough Council and Three Rivers District Council.

This standardised, agile and repeatable approach combines 27 years’ experience with industry best practices such as Prince II, TOGAF, Prosci and ITIL to ensure that our customers receive the greatest value in engaging with Freedom Communications.

Organisations such as Powys County Council, Royal Veterinary College, Shropshire County Council, Guildford College and the Houses of Parliament have all recognised true business value from the Freedom approach.

The following sections combine the proposed project approach during the tender process with the outcome(s) of the recent workshops held between Freedom Communications and Watford Borough Council.

PrepareThe Prepare phase sets the tone of the entire engagement. During this stage, the Freedom Business Consultancy team will meet with the joint Watford Borough Council and Three Rivers District Council project board to agree the scope, design criteria, policies, standards, business priorities and drivers for the Digital ICT Strategy. This can often include, but is not exclusive to:

Is “Cloud First” part of the Watford Borough and Three Rivers District Councils’ vision?

What standards, policies and procedures must the Digital ICT Strategy comply with?

Are there specific initiatives that are already tabled by the Councils (e.g. mobility, flexible workstyles, cloud, unified communications, BYOD etc.)?

What design principles must be included (e.g. high availability, security etc.)?

Following agreement on the end to end engagement, it is expected that Freedom will receive sign-off / approval on the approach as a whole. This will include, but is not exclusive too:

Stakeholder Engagement Questions

Strategy Templates

Communications Plan(s)

Engagement Packs

DiscoverAs part of the engagement, our Business Consultant(s) will work in collaboration with your Business Analysts to collate existing data that already exists within the environment. This will involve the interrogation of current systems to ascertain the following types of information:

Software Asset List

Hardware Asset List

Service Catalogue

Current I.T. Operating Expenditure.

EngageDuring the Engage phase of the engagement, we will work in collaboration with you to understand the current business and technology landscape. The execution of the “Engage” phase will comprise of activities performed by both the Freedom Consulting team and the Watford Borough and Three Rivers District Councils business analyst(s).

In order that the full extent of the business needs and requirements are captured and incorporated into the overall ICT Strategy, we will engage with circa 30 stakeholders that span both Executive Staff, Operational Staff and Members across your organisation(s), to validate the data that has already been collected to date, whilst capturing any additional data required to deliver on the objectives of this engagement. In the interests of clarity, the table below summarises the stakeholder classifications that have been defined to date.

Classification DescriptionHead of Service A business stakeholder that has overall responsibility and accountability

for a specific organisational unit within the organisation. For example, the Head of Housing or Head of Finance

Section Head A business stakeholder that has responsibility and accountability for a specific business function within a service area. For example:

ICT Section Head within the Finance Service Area

Head of Building Control within the Planning Service Area

Operational Staff A business stakeholder that performs specific operational function within a specific business function. For example:

Systems Engineer within the ICT business function

Customer Services Representative within the CSC

Following the workshop held on Monday 21st November between Freedom Communications and the Watford & Three Rivers Programme Team, the following approach was agreed:

Step 1• IT Stakeholder Workshop

Step 2• Executive Stakeholder Workshop(s)

Step 3• Round 1 of Stakeholder Engagement(s) - Section Heads

Step 4• Round 1 Stakeholder Reports

Step 5• Review & Present Hypothesis

Step 6• Round 2 Stakeholder Engagement(s) - Operational Staff

Step 7• Round 2 Stakeholder Reports

Step 8• Review & Present Findings

Step 1 – IT Stakeholder WorkshopFreedom will work in collaboration with key technical stakeholders from across both organisation(s) in order that a detailed understanding of the current technology landscape and history is understood. This will ensure that every aspect of the organisation will be addressed. This includes, but is not exclusive to:

Telephony Infrastructure

Legacy Unified Communications technology

Compute

Storage

Network

Wireless

WAN

End User Computing

Application Architecture

Data Architecture

The objective of the technical workshop(s) includes, but is not exclusive too: Understand the IT service and ambitions prior to engaging with business stakeholders

Understanding the current technology landscape

Understand the current operational challenges that need to be addressed as part of the ICT strategy

Understand what initiatives are currently underway (such as existing IT infrastructure projects and direction), as to not duplicate or challenge current activities

Understand technical resource capabilities and core skill sets

Step 2 – Executive Stakeholder Workshop(s)Freedom will hold individual meetings with the following Executive Stakeholders across both Watford Borough Council and Three Rivers District Council. These stakeholders are:

Manny Lewis, Managing Director of Watford Borough Council

Steven Hall, Chief Executive of Three Rivers District Council

Joanne Wagstaffe, Finance Director at Three Rivers and Watford councils

Geof Mugeridge, Director of Community & Environmental Services at Three Rivers District Council

Emma Tiernan, ICT Client Section Head at Three Rivers and Watford councils

ICT portfolio holder(s) across both organisations – Cllr Mark Watkins (Watford Borough Council) and Cllr Matthew Bedford (Three Rivers District Council)

The objective of this activity is as follows:

Provide visibility of the engagement today and the approach for completing the engagement

Understand the strategic direction of both organisations

Formulate a unified vision of what ICT should look like for both organisations at a corporate level

Understand from a corporate perspective, the challenges that each organisation faces and how ICT can be a business enabler

Step 3 – Round 1 of Stakeholder Engagement, Section HeadsFreedom will hold the first round of stakeholder workshops with an agreed list of Section Heads and their respective colleagues. This engagement will be based on the following:

A standardised brief (to be agreed with Watford & Three Rivers)

A standardised communications plan (to be agreed with Watford & Three Rivers)

A standardised list of questions (to be agreed with Watford & Three Rivers)

A defined outcome (to be agreed with Watford & Three Rivers)

Freedom will adopt a “themed” approach to these workshops to ensure that there is a consistent engagement for the same service areas across both organisations. Working in collaboration with the Watford & Three Rivers programme team, the following stakeholder list and schedule has been agreed.

Workshop Theme Three Rivers Staff Watford Staff

HR N/A Cathy Watson (Head of HR)Nicky Sharp (HR Operations Manager)Ajay Kashyap (HR Business Partner - Organisational Development)

Finance Bob Watson (Head of Finance)Nigel Pollard (Section Head - Financial Planning & Analysis)Colin South (Senior Finance Officer)

N/A

Revenues and Benefits Jude Green (Head of Revs & Bens)Jane Walker (Benefits Manager)Nick Smith (Revenues Manager)

N/A

IT N/A Emma Tiernan

Customer Services Billy Hall (CSC Manager) Dani Negrello (Customer Services Section Head)

Housing Kimberly Grout (Housing Services Manager) Ayaz Maqsood (Housing Section Head)

Environmental Health and Licencing

Greg Pilley (Environmental Health Manager)Chris Hope (Head of Community Services)

Justine Hoy (Environmental Health & Licensing Section Head)Alan Gough (Head of Community and Customer Services)Nick Egerton (Environmental Health Manager - Environmental)

Planning policy, transport & infrastructure, economic development

Alan Head (Head of Major Projects)Renato Messere (Head of Economic & Sustainable Development)

Ian Dunsford (Planning Policy Section Head)Andy Smith (Transport & Infrastructure Section Head)Cherie Norris (Economic Development Officer)

Property and Facilities Lyn Ware (Head of Property Services) Martin Jones (Regeneration & Property Section Head)Ian Browne (Facilities Management Section Head)

Development (Planning and Building Control)

Kimberley Rowley (Head of Regulatory Service) Adrien Waite (Development Section Head)

Legal & Democratic Tim Revell (Elections Manager - Interim) Carol Chen (Head of Democracy & Governance)

Workshop Theme Three Rivers Staff Watford Staff

(Covering Elections, Legal, Democratic Services, Procurement)

Anne Morgan (Solicitor to the Council)Howard Hughes (Corporate Procurement Manager) – covering Three Rivers and Watford

Jason Mckenzie (Legal & Democratic Services Section Head)Gordon Amos (Electoral Services Manager)Caroline Harris (Democratic Services Manager)Howard Hughes (Corporate Procurement Manager) – covering Three Rivers and Watford

Corporate (Covering Corporate Strategy, Emergency Planning, Partnerships)

Phil King (Emergency Planning & Risk Mgr)Andy Stovold (Community Partnerships Manager)

Lesley Palumbo (Head of Corporate Strategy & Client Services)Kathryn Robson (Partnerships & Performance Section Head)Chris Fennell (Corporate, Leisure & Community Client Section Head)Clive Goodchild (Facilities & Resilience Manager)

Communications Tim Ashby (Communications Officer) Debbie Bacon (Interim Head of Comms & Engagement)Kathryn Robson (Partnerships & Performance Section Head)

Environmental Services and Parks(Covering refuse collection, street cleaning, parks / open spaces)

Chris Hope as Head of Community ServicesJulie Hughes (Principle Landscape Officer)

Jamie Sells (Environmental Services Client Mgr: Waste, Recycling & Streets)Paul Rabbits (Section Head – Parks, Open Spaces and Projects)

Leisure , Culture and Play Ray Figg (Leisure Manager) Chris Fennell (Corporate, Leisure & Community Client Section Head)Gary Oliver (Culture & Play Section Head)

The objective of this approach is too: Provide a consistent engagement for the same service areas across both organisations

Understand the services and business processes that each organisation adopts

Understand the technologies that are used by each organisation

Understand the common challenges and issues that each organisation faces

Understand, from a business perspective, the direction and vision for each service area

Understand the strategy from a “Service Planning” perspective and how IT can be an enabler.

Step 4 – Round 1 Stakeholder ReportsFollowing the first round of stakeholder workshops, Freedom will produce a “themed” report for each workshop. The objective of this document is too:

Document the information captured during the workshop

Articulate our interpretation of the information provided by the Section Head(s)

Give stakeholders the opportunity to provide their input how the ICT Strategy will be shaped to benefit the business

Provide the opportunity for Section Heads to “sign off” the information captured to date

The intended outcome of this activity is as follows:

Demonstrate a “business partnering” approach between IT and the business

Develop a clear and succinct picture of the current business landscape for each service area based on the quantitative and qualitative feedback from the Section Head(s)

Develop a clear and succinct catalogue of business challenges that can potentially be addressed with the ICT Strategy

Capture a clear and succinct catalogue of business and stakeholder requirements for the future ICT roadmap

Gain buy-in and support from the business stakeholders

Develop a unified approach to solving common challenges that each service area is experiencing across both organisations

Step 5 – Review & Present HypothesisFollowing sign off of the Stakeholder Reports, Freedom will analyse the data captured from each of the service areas and begin formulating the ICT strategy. In the first instance, this will take the form of a hypothesis of what the ICT strategy should look like.


Provide an update on the stakeholder engagement and summarise the findings

Work with the Project Team to prioritise requirements, challenges and issues captured to date

Provide initial feedback to the Project Team and appropriate stakeholders relating to the general direction of the ICT strategy and the high level initiatives that could be put in place to deliver on the Watford & Three Rivers vision

Provide initial feedback on what business challenges could be addressed as part of each of the high level initiatives that could be put in place.

Step 6 – Round 2 of Stakeholder Engagement, Operational StaffFreedom will hold the second round of stakeholder workshops with nominated operational staff from each of the service areas. These workshops will be more generic and are intended to target a wider audience of employees who deliver services to citizens in order that we can better understand the challenges faced “on the ground.”

The workshops will be based around the same themes used in step 3.

The objective of this approach is too: Provide a consistent engagement across both organisations

Understand the challenges and issues experienced by operational staff “on the ground”

Understand the technologies that are used by each organisation

Understand the common challenges and issues that each organisation faces

Validate the hypothesis defined in step 2 by quantifying potential business impact to scenarios on operational staff.

Please note that to maximise coverage, it may be worthwhile capitalising on digital tools such as Survey Monkey and/or Mail Chimp as a means of capturing quantitative feedback from the general workforce.

Step 7 – Round 2 Stakeholder ReportsFollowing the second round of stakeholder workshops, Freedom will produce a “themed” report for each workshop. The objective of this document is too:

Document the information captured during the workshop

Articulate our interpretation of the information provided by the operational staff

Give stakeholders the opportunity to provide their input how the ICT Strategy will be shaped to benefit the business

Provide the opportunity for operational staff to “sign off” the information captured to date

The intended outcome of this activity is as follows:

Demonstrate a “business partnering” approach between IT and the business

Develop a clear and succinct picture of the current business landscape for each service area based on the quantitative and qualitative feedback from the Section Head(s)

Develop a clear and succinct catalogue of business challenges that can potentially be addressed with the ICT Strategy

Capture a clear and succinct catalogue of business and stakeholder requirements for the future ICT roadmap

Gain buy-in and support from the business stakeholders

Develop a unified approach to solving common challenges that each service area is experiencing across both organisations

Step 8 – Review & Present FindingsFollowing sign off of the Stakeholder Reports, Freedom will analyse all of the data captured from each of the service areas and begin formulating the ICT strategy during the Plan phase (discussed in the next section.)


Provide an update on the entire stakeholder engagement and summarise the findings

Work with the Project Team to prioritise requirements, challenges and issues captured to date

Provide additional feedback to the Project Team and appropriate stakeholders relating to the general direction of the ICT strategy and the high level initiatives that could be put in place to deliver on the Watford & Three Rivers vision

Provide initial feedback on what business challenges could be addressed as part of each of the high level initiatives that could be put in place.

PlanFollowing successful completion of the “Engage” phase, the Freedom Principal/Senior Business Consultant will apply standards based quantitative and qualitative analysis methodologies to formulate and develop the recommended ICT Strategy for the Council(s) based on the agreed format of the Strategy Template.

Assumptions & ConstraintsThe following sections details the assumptions and constraints that relate to this project:

In hours working apart from the major service affecting work - Normal Office Hours (9:00-17:30 Mon-Fri).

Travel is restricted to Watford Borough Council and Three Rivers District Council sites.

Timelines are based on assumption that the relevant stakeholders will be available for workshops

Timelines are based on the availability of existing information and/or data being supplied by Watford and Three Rivers

It has been highlighted that there is a risk around the availability of existing information and/or data being supplied by Watford and Three Rivers.

Any changes in scope to services quoted, must be reviewed, prior to engagement and may be subject to a re-quote.

Any out of scope requests will be subject to change control and may incur additional cost(s).

Health & Safety induction must occur on first site visit and prior to main installation period where applicable

General Customer DependenciesThe delivery of the Consulting Services shall be subject to Customer complying with the requirements set out in this section. We shall not be responsible for any delay or failure in delivering the Consulting Services which occurs as a result of Customer’s failure to comply with these requirements.

The Customer shall provide us (at no charge) with a suitable secure workspace and appropriate office facilities, including a desk, chair, telephone, internet access, and printing facilities for the our consultants or project managers to utilise while on the Customer’s site.

At no charge to us, the Customer will provide us and its personnel with all necessary information, support and co-operation that may reasonably be required to enable us to carry out its obligations

At no charge to us the Customer will provide reasonable access to Customer’s premises and IT systems to enable us to perform in accordance with the Agreement, including (without limitation) any access that may reasonably be required to enable us to perform the Consulting Services.

The Customer will ensure that any Customer controlled premises which are attended by our personnel under this Statement of Work shall comply at all times with applicable legislation (including any relevant regulation) on health and safety.

The Customer must ensure that the Customer Contacts are available to review documentation and provide co-operation to our personnel.

ContactsThe following section summarises the key customer contact information for all stakeholders involved in this project.

Name Project Role Responsibility Email Address Phone No.Manny Lewis Managing Director Executive

[email protected] 01923 278 563

Richard Quayle Head of Transformation

Program Lead for the ICT Strategy


Emma Tiernan ICT Client Section Head

ICT Supplier and Service Owner


Joanne Wagstaffe

Director of Finance Senior Supplier [email protected] 01923 727200

Geof Muggeridge

Director of Community & Environmental Services

Senior User Representative

[email protected] 01923 776611

Site LocationsThe following table summarises the site locations that will be within scope of this project.

Site Name Site Address Contact Name Contact No.Watford Borough Council Town Hall, Hempstead Road, Watford

WD17 3EXRichard Qualyle As above

Three Rivers District Council

Three Rivers House, Northway, Rickmansworth WD3 1RL

Geof Muggeridge As above

BudgetThe project is a fixed price engagement with a budget of £25,200. This is broken down into the following activities:

Phase Est. Effort(Days) Cost

Prepare 3 £2,700.00

Discover 5 £4,500.00

Engage 12 £10,800.00

Plan 8 £7,200.00

Grand Total £25,200.00

mailto:[email protected]





TimelinesThe following table summarises the key stages of the projects with estimated completion dates. Please note that these are indicative at this stage, following the adjusted approach discussed in the workshop on the 21st November. Furthermore, there is a major dependency relating to the availability of stakeholders and the necessary data from Watford & Three Rivers (as discussed in Constraints & Assumptions).

However, for the purposes of clarity and defining realistic timelines based on the current landscape, please find below a summary of the target completion dates for some of the key activities.

Activity Owner Target Completion Date

Phase 1 – Prepare

Sign Off / Acceptance of the Project Initiation Document (PID)

Watford / Three Rivers 25/11/2016

Approved Strategy Template Watford / Three Rivers 02/12/2016

Approved Stakeholder Questions Watford / Three Rivers 02/12/2016

Complete Communications Plan Watford / Three Rivers 02/12/2016Book IT Stakeholder Workshop(s) Watford / Three Rivers 02/12/2016

Book Executive Stakeholder Workshops Watford / Three Rivers 02/12/2016

Phase 2 – Discover

Initial ICT data capture Watford / Three Rivers w/c 19/12/2016

Phase 3 – Engage

Complete IT Stakeholder Workshops Freedom / Watford / Three Rivers w/c 19/12/2016

Complete Executive Stakeholder Workshops Freedom / Watford / Three Rivers w/c 19/12/2016

Schedule Round 1 Stakeholder Workshops Freedom / Watford / Three Rivers w/c 19/12/2016

Complete Round 1 Stakeholder Workshops Freedom TBC

Complete Round 1 Stakeholder Reports Freedom TBC

Sign-Off Round 1 Stakeholder Reports Watford / Three Rivers 27/01/2017*

Review & Hypothesis Freedom 30/01/2017*

Schedule Round 2 Stakeholder Workshops Freedom / Watford / Three Rivers TBC

Complete Round 2 Stakeholder Workshops Freedom TBC

Complete Round 2 Stakeholder Reports Freedom TBC

Sign-Off Round 2 Stakeholder Reports Watford / Three Rivers TBC

Present Final Findings Freedom TBC

Phase 4 – Plan

Submit ICT Strategy document for review Freedom 28/02/2017

Feedback with requested changes/updates Watford / Three Rivers 17/03/2017

Submit Final ICT Strategy Freedom 24/03/2017

Acceptance of the Final ICT Strategy Watford / Three Rivers 31/03/2017

* Please note that these target dates are based on the availability of the necessary data and stakeholders from both Watford Borough Council and Three Rivers District Council.

Quality Management

Quality Plan Strategy

Ref Product Method of Quality Checking

Name Role Planned Actual

Q1 Quality PlanningDefines the project quality requirements for all parties involved in the project. Compliance is mandatory on all members of the project team whilst executing their tasks

The project will achieve quality by:-•Provision of appropriate trained/skilled resource to support the project•Development & continued improvement of user based skills, through training•Review of deliverables produced by the project•Consistent application of the project management processes and techniques via regular review to ensure appropriate application of the techniques

Harry West

Harry West

Andrew Trotter

Andrew Trotter

Managing Business Consultant

Managing Business Consultant

Senior Project Manager

Senior Project Manager

Q2 Quality Assurance

•Regular Project Reviews•To confirm overall goals and objectives are being met•Status of risks are monitored and managed•All issues have been added with appropriate actions and escalation

Project TeamHarry West& Stakeholders

Harry West& Stakeholders

Project Managers & Stakeholders

Project Managers & Stakeholders

Per plan

Q3 Quality Control •Approval of the Quality Plan is by signature of this document•Updating of the Quality Plan is the responsibility of the FREEDOM Project Manager and all updates will require approval•It is the responsibility of the FREEDOM Project Manager to ensure all project team members are aware of the quality requirements and to ensure quality assurance•In the event of non-conformity the appropriate Exception Report will be issued by the Project Manager.

Stakeholders & Harry West

Harry West

Harry West

Harry West

Stakeholders & Harry West

Harry West

Harry West

Harry West

Q4 Change Control No variation from the final design without prior approval via the Project Change Procedure

Harry West Harry West

Q5 General •To ensure that all requirements are captured workshops are held with the customer during a

Harry West

Ref Product Method of Quality Checking

Name Role Planned Actual

discovery and assessment phase resulting in a Report document•The requirements of the Customer Security policy will be followed

Document ControlAll formally issued documents will have date and author information, and be recorded in the document log. Version control will apply.

Change control mechanisms are described in the appendix to this PID. Change controls will be logged in the Project Control Document.

Project Reference DocumentsReference

Document Type Document Name Author/Owner Document Location

Proposal Watford & Three Rivers Council ICT Strategy Consultancy Tender Submission

Harry West Freedom file store

Project Initiation PID v0.1 Andrew Trotter Freedom file store

Project plan Project Plan v0.1 draft Andrew Trotter Freedom file store

Closure form

Risk/Issue/Change Control Log

Project Control Document Andrew Trotter Freedom file store

Communications PlanInformation

Required Method Provided

byFrequency Doc

Type/Format/OtherRecipient

Project Objective including In-Scope and Out of Scope Items with Quality Plan

Project Initiation Document (PID)

Harry West Post Kick off M/S Word, V2013, V2010 and then PDF copy after acceptance

Project Managers

Project Brief Included in the PID

Harry West Post Kick off M/S Word, V2013, V2010 and then PDF copy after acceptance

Project Managers

Project Plan Initial Timeline until LLD confirmed and Gantt Chart

Harry West Draft Plan post kick off will be Baselined and then re-issued after any major change

M/S Project or Excel Spread-sheet V2013,V2010

Harry West

Risks, Issues Raised by Project Team at kick-off and during project lifecycle and logged into Project

Project Team

Ongoing through the project.

M/S Word for Detailed Project Issue and M/S Excel Spread-sheet (Project Control Document) for Log

Harry West

Information Required

Method Provided by

Frequency Doc Type/Format/Other

Recipient

Control Document and reviewed at Review Meetings

Project Progress to Plan

Highlight Report

Harry West Weekly, Fortnightly – to be agreed

M/S Word, V2013, V2010 and/or PDF

Harry West/General IT population

Project Progress to Plan

Project Review

Conference Call/onsite

Weekly Conference Call scheduled via Lync and Meeting Minutes

Project Teams/ Stakeholders

Financial Approach Project Review

Harry West Post Kick off M/S Word, V2013, V2010 and/or PDF – PID & Project Control Document

Harry West

Completion/Project Completion

Certificate of Acceptance

Harry West Exemptions M/S V2013, 2010 Project Managers

Terminology & DefinitionsIn line with the Communications Plan discussed in the previous section, the table below provides a working catalogue of terminology that will be used across this project. The objective here is to define a common language for not only the project team but also the wider audience in both Watford Borough Council and Three Rivers District Council.

Term DefinitionBusiness Partnering In the context of Watford & Three Rivers, the term “Business Partnering” refers

to the relationship between IT and the business. In this instance, IT is to be seen as a business enabler for both Watford & Three Rivers Council(s).

Project Team The term “Project Team” refers to the individuals from Freedom Communications, Watford Borough Council and Three Rivers District Council that are involved in the fulfilment of the project.

Initial Risk Assessment / ManagementAll Issues/Risks will be logged in the Project Control Document.

Health & Safety ApproachNo specific HS&E issues have been raised. Freedom staff will work in accordance with the Watford & Three Rivers Council site regulations.The standard Risk Assessment / Method Statement (RAMS) would apply. Any damage on site, incidents, and near misses should be reported to Watford & Three Rivers Council

Freedom Communications Health and Safety PolicyFreedom Communications and their contractor's staff will carry out work in a safe and quality manner and in accordance with the Freedom Communications Employee Health & Safety Policy Statement. They will observe Freedom Communications safety rules and regulations and will co-operate in maintaining a healthy and safe working environment.

In the event of an accident occurring, the respective Project Managers from Freedom and Watford & Three Rivers Council must notify their respective Health and Safety Officers and the accident must be recorded.

Acceptance & Sign Off

Project Sign Off Documentation Project Initiation Document, Standard Freedom Communications Report

Definition Approved by

Project Sponsor: ………………………………………………………………………………

Dated: ………………………………………………………………………………

Freedom Communications (UK) Ltd Unit 2, Centre 27 Business Park, Bankwood Way, Birstall, Batley WF17 9TB Telephone: 01923 654321, Facsimile: 01924 233070, www.freedomcomms.com Freedom Communications Ltd is registered in England & Wales with Company number 2443243. Registered Office: Myers Clark, Iveco House, Station Road, Watford, Herts WD17

The Copyright in this work is vested in Freedom Communications (UK) Ltd and the document is issued in confidence for the express purpose for which it is supplied. It must not be reproduced, in whole or in part, or be used for any other purpose without prior written consent being obtained from Freedom Communications (UK) Ltd, and then only on the condition that this notice be included in any such reproduction. No information as to the contents or subject matter of this document or any part thereof arising directly or indirectly there from shall be given orally or in writing or communicated in any manner whatsoever to any third party without the prior written consent of Freedom Communications (UK) Ltd.

© Copyright Freedom Communications (UK) Ltd 2015

http://www.freedomcomms.com/

Watford 2020 – Digital Council Progress Update Report

Completed by: Richard Quayle Period from: 1-Nov-2016

Date completed: 11-Nov-2016 Period to: 6-Dec-2016


SurfacePros have been rolled out to Members and Leadership Team.

Wi-Fi is available in reception, committee rooms, party rooms and the depot.

Freedom Communications have now started their engagement sessions for the ICT Strategy.


See Headlines above. Develop costs and options for extending wifi at the Town Hall Carry out ICT engagement workshops Review G drive file structure

Slippage & Remedial Action Risks & Issues for attention

Primary Resources on Project – please provide names of all staff working on project with an indication of % of time spent per month

R

R/A

A/G

G

Same

Worse

Better


Agenda Item 7




Status Comment

Mobile / Flexible Working

1. Pilot tablets with Members Kevin Mcleod 31-Oct-2016 Completed SurfacePro’s have been rolled out with training. Setting up FAQs.

2. Pilot tablets with Leadership Team and Digital Watford Board

Kevin Mcleod 30-Nov-2016 Completed

3. Identify staff mobile working requirements:

- Consult services as part of ICT Strategy engagement workshops

- Propose mobile solutions and phased device roll-out plan

Freedom Communications

28-Feb-2017 On Track Consultees have been identified and workshops are being organised.

4. Agree phased roll-out plan Emma Tiernan / Leadership Team

31-Mar-2017 On Track

5. Start delivering in line with agreed roll-out plan

Emma Tiernan 1-Apr-2017 On Track

Secure / Public WiFi

6. Wi-Fi available in reception, committee rooms, party rooms

Kevin Mcleod 31-Oct-2016 Completed

7. Wi-Fi and cable audit completed Kevin Mcleod 30-Nov-2016 Completed Options to be put to LT, costs being gathered.

8. Wifi available at the Depot Kevin Mcleod 24-Dec-2016 Completed

9. Develop options / costs for Wifi at Town Hall

Emma Tiernan 31-Jan-2017 On Track Dates for rolling out Wi-Fi to the remainder of the town hall are dependent upon the response to the options paper being prepared for LT.

Unified Comms

10. Consult organisation to understand requirements

Emma Tiernan 30-Apr-2017 On Track


11. Develop Spec and PID Emma Tiernan 30-Jun-2017 On Track

12. <delivery dates will be defined in the PID and take into consideration other work underway>

Emma Tiernan

Knowledge Bank

13. Use service planning workshops to understand high-level service requirements / opportunities for knowledge bank system

Kathryn Robson 31-Jan-2017 On Track Service planning workshops are underway.

14. Establish project team and define scope / review different approaches available for delivering ambitions

Kathryn Robson 28-Feb-2017 On Track Initial scoping meeting arranged for 12 Dec 2016.

15. Develop PID – setting out business case, approach for gathering full requirements and defining / delivering solution

Kathryn Robson 31-Mar-2017 On Track

16. Complete workshops gathering officer and Member requirements

Kathryn Robson 30-Jun-2017 On Track


Document Management

18. Agree file management principles Richard Quayle 31-Oct-2016 Completed

19. Review of G drive Kathryn Robson 31-Jan-2017 On Track

20. Organisational guidelines Rona Clayton-Robb

28-Feb-2017 On Track

21. Develop implementation strategy Kathryn Robson 28-Feb-2017 On Track


23. Engagement and Communication Richard Quayle 28-Feb-2017 On Track

24. Establish current “As Is” position and opportunities / benefits for corporate document management

Richard Quayle 30-Apr-2017 On Track

25. Develop business case and PID for delivering Document Management solution

Richard Quayle 30-Jun-2017 On Track


Richard Quayle tbc On Track

ICT Infrastructure

27. Agree supplier for developing ICT Strategy

Richard Quayle 31-Oct-2016 Completed Freedom Communications appointed.

28. Develop ICT Strategy and delivery plan Richard Quayle 28-Feb-2017 Consultation process about to begin.


Budget Summary

To be developed as projects are scoped.



Risks Summary – Please provide an update on original risks and provide details of NEW risks. Original Score Updated ScoreRisk identified

Probability (P)1 - 4

Impact (I)

1 - 4

Score(P x I)

Probability (P)

1 - 4

Impact (I)

1 - 4

Score(P x I)

Commentary

Staffing changes at Freedom Communications leading to delays in developing the ICT Strategy.

3 3 9 2 3 6Hand over to new member of staff has taken place along with reassurance from Freedom that sufficient resource will be allocated to project.

ICT resources leading to delays 3 3 9 2 3 6 ICT Manager has been developing resourcing proposals for the ICT team.

Watford 2020 – Digital Town Progress Update Report

Completed by: Richard Quayle Period from: 1-Oct-2016

Date completed: 6-Dec-2016 Period to: 6-Dec-2016


Nearly 40k registered town centre wifi users.

Expecting feedback from organisations interesting in Roof top broadband by end of December.

Digital Catapult have agreed for Watford to pilot wireless network supporting “Internet of Things”. Project Brief has been developed for approval.

Discussions taking place with JCDecaux regarding digital advertising screens in the town centre that provide the council with a percentage of the airtime.


See Headlines above. Complete roof top broadband soft marketing Complete soft market testing of roof top broadband

Slippage & Remedial Action Risks & Issues for attention

Primary Resources on Project – please provide names of all staff working on project with an indication of % of time spent per month


R

R/A

A/G

G

Same

Worse

Better




Status Comment

Town wide WiFi

1. Go live with Town Centre Wifi Cherie Norris 30-Jun-2016 Completed Nearly 40k registered users.

2. Business case and timeline for further expansion of WiFi (outside of InTechnologyWiFi contract)

Laura Payne 31-Jan-2017 On Track

High Speed Broadband

3. Soft market testing for Roof Top Broadband

Cherie Norris 24-Dec-2016 On Track Expecting feedback from organisations in the next couple of weeks.

4. Business case and timeline for Roof Top Broadband and treating Broadband as a ‘utility’ re planning policy

Cherie Norris 31-Jan-2017 28 Feb 2017

Delayed This has been delayed as Council officers cannot make a delegated decision on rooftop installations of Telecommunication Masts following a decision by Development Control Committee on the 19 July 2000. Therefore the project will need to go back to Cabinet with a report to seek approval for delegated authority to secure such rooftop leases. Concerned expressed in 2000 were in relation to health implications linked to mobile telecommunications. This will be taken to Cabinet 6th February to allow sufficient time to research the current evidence and draft a report.

Pioneering Digital “Internet of Things” and enhancing digital offer to Businesses and residents

5. Watford Town App ready for launch. Cherie Norris 28-Feb-2017 On Track

6. Develop proposals and timeline for pioneering digital “Internet of Things” and enhancing digital offer to Businesses and residents.

Richard Quayle 31-Mar-2017 On Track



Budget Summary

To be identified as proposals are developed.
