Chesterfield Borough Council ICT Strategy 2012 to …...2012/12/12 · 6.4 ICT skills and staff...

Chesterfield Borough Council

ICT Strategy 2012 to 2014

CBC ICT Strategy v1. 2 of 45 Printed on 23/11/2012

Version Control

Version Date Author Comments

1.0 13/09/12 SM/DW First draft for issue

1.1 01/10/12 SM Adjusted following feedback on projects and governance sections

1.2 15/10/12 SM Update following meeting between CBC and arvato Removal of previous meeting minutes Expansion of future research areas

Version: 1.2

23rd

November 2012

Author

Stephen Miller & Darren Webber arvato Public Sector Telephone: 0151 934 2708; 01246 345729 e-Mail: [email protected]; [email protected]


Table of Contents

1. INTRODUCTION

1.1 ICT strategy 2008 to 2012

1.2 Background

1.3 Strategic Vision

2. WHERE WE ARE TODAY

2.1 Current status assessment 2.2 Emphasis on meeting change with good local outcomes

2.3 Economic events

2.4 ICT as an enabler 2.5 Climate change and sustainability

3. WHERE WE NEED TO BE - CHESTERFIELD’S AMBITION

3.1 Reflecting the Council’s core values

3.2 Delivering Council priorities

3.3 Digital engagement 3.4 A harmonised ICT service

4. HOW DO WE GET THERE - TRANSFORMED CORPORATE CAPABILITIES

4.1 Citizen Centric Services

4.2 Flexible Working (Remote and Mobile) 4.3 Application system improvements 4.4 Value Added Initiatives

4.5 Emerging Technologies

5. ENTERPRISE ARCHITECTURE – OUR TECHNOLOGY “BLUEPRINT”

6 STRONG IT LEADERSHIP AND GOVERNANCE

6.1 Target Operating Model (TOM) 6.2 Adopting new applications

6.3 Strategic Alignment 6.4 ICT skills and staff development 6.5 A mature framework for managing the technology lifecycle

6.6 Governance

6.7 Project management 6.8 Information and Security Management 6.9 Risk and Compliance

6.10 Supplier performance

6.11 Transparent IT costs

7 A ROBUST ICT INFRASTRUCTURE

7.1 Desktop

7.2 Server/Storage

7.3 Networks

7.4 Security

7.5 Peripherals

8. SUMMARY & CONCLUSION

Appendix A ICT Implementation Plan Appendix B ICT Links to Chesterfield Vision Appendix C ICT Project Priorities 2012 Appendix D ICT Risk Management


1. INTRODUCTION

1.1 ICT strategy 2008 to 2012

Information and Communications Technologies (ICT) have a critical and expanding role in enabling the Council’s ambition by providing different methods for customers to access and use our services, and introducing new working practices, which improve both service quality and staff productivity whilst reducing overall costs. This new corporate ICT strategy sets out a fresh approach to the provision of ICT services to achieve successful service delivery in Chesterfield. It sets out:

• A joined-up approach to our public facing services using new technologies to bring together the methods of access for services and driving up the availability of and use by residents of self service;

• A new ICT delivery model using the concept of Enterprise Architecture;

• How we will take advantage of the hardware refresh programme to reduce our carbon footprint for technology use;

• Improved opportunities for mobile and remote working;

• A roadmap for delivery, delivering modern working practices and efficiency over the period.

Our intention is to establish an innovative and proactive partnership approach to ICT, which establishes an ICT thought leadership role within the Council. The strategy will ensure that the ICT service is ready and able to meet the demands arising from organisational change and reduced resources and to provide the technology to deliver the ICT service necessary to support CBC through a period of fundamental change.

1.2 Background

This ICT Strategy for 2012-2014 replaces the Council’s previous ICT Strategy published in July 2008. This document will provide a framework for the ICT provision that will help deliver the key strategic objectives of the Council. CBC entered into a Private Public Partnership with arvato Public Sector Services (arvato) in October 2010. The partnership includes the ICT Service (IT and Reprographics) that will be responsible for the delivery of this new 2012 – 2014 ICT strategy. Other services in the partnership are Customer Centric Services (Revenues & Benefits and Customer Services) and Financial Services (Payroll/HR and Invoice Processing). The strategies for these services, in common with internal Council services will compliment and be enabled by this ICT strategy.

1.3 Strategic Vision

The ICT strategy will support (and is supported by) the following:

• The CBC Corporate Plan 2012/15

• The CBC Transformation Plan

• The CBC Customer Services Strategy 2012/14

• The CBC Workforce Strategy 2012-2015

• The ICT Project Priorities for 2012

• The CBC Corporate Asset Management Plan 2011-2016

• CBC partners; Corporate technical expertise; and ICT best practice


The objectives of the ICT Strategy are to deliver an effective ICT service to support CBC in achieving its Corporate Objectives. This strategy will ensure the ICT service is effective in meeting the demands placed upon it by organisation or business change. It will deliver technology-based services that are future proof, value for money and fit for purpose. arvato will, in partnership with the Council, maintain, update and enforce the ICT strategy to meet the business needs of the Council, delivering a successful ICT service and fulfilling the goals of stakeholders. The development of the ICT strategy involved Council-wide consultation including the strategic leadership team and service heads. This ICT strategy is approved by Council and is to be implemented by officers with a governing board made up of the senior management team together with the ICT Head of Service. This supports Council-wide awareness and buy-in. A key part of the strategy will be to develop a range of standards for use across the Council. Members and the Council Management team will approve these standards.

2. WHERE WE ARE TODAY

2.1 Current status assessment

The current ICT landscape has evolved from a history of discrete applications and technologies that enable delivery of services to the Citizens of Chesterfield. Since the partnership began in 2010, arvato have worked with the Council to introduce a programme of service improvements, delivering benefits to the Council. Recent improvements cover a wide spectrum of ICT enabling technologies, from investment in the core infrastructure, back-office applications and citizens facing services. This includes:

• Completion of: o Modernising the BACS payment system o Implementing the DWP Authentication Scheme o Delivering “Paperless Invoicing” in readiness to the roll out across the Council o The Housing Rent Debit-Year End Increase o The roll out of secure mobile devices (Blackberry) to Council staff o The first implementation steps of the updated Social Media policy

• Launches of: o The new Chesterfield Council website (www.chesterfield.gov.uk) o The Housing tenants on-line repair self service module o The Express Electoral Registration system o The Council’s Choice-based Letting system o The Revenues & Benefits profile tools o The new ICT Service Desk and software for Council staff o The ICT Customer Satisfaction survey

• Successful upgrades: o The capacity of external telecom lines and the internal telephony network o The virtual software infrastructure, Council Internet feed and remote access system o The Call Centre automated call distribution (ACD) software o The Agresso Financial System o The Uniform Planning System o The Land Charges system o The Academy Revenues & Benefits system o The Housing Direct Debits (Addacs/Auddis) o The M3 Environmental system o The Housing System administration o The Council Performance management system o The HR/Payroll and its Self Service Module o The customer-facing cashier system


• Installation of: o A new technologically advanced web-filtering system o Additional module on the firewall Intrusion Detection system o Additional encrypted memory sticks and VASCO tokens o Additional networking at the revenues hall to increase capacity o Backup air conditioning unit in the Revenues Hall server room

• Migration of: o Estate Maintenance o Engineering Services o Building Control

•Training and qualification in : o Certified Information Systems Security Professional o Prince2 Project Management

• Renewal of the Microsoft Enterprise Agreement

• Positive audit by the Audit Commission on the Council’s first IT Risk Assessment on ICT Security on Financial systems

• Secured mobile devices issued to realise an agile workforce, more productivity and a reduction of paper printing.

However, the ICT service is still suffering from historic under investment and the core infrastructure is inefficient compared to current, available technologies. This is in turn resource heavy for support and management due to heavy customisation. The core CBC systems do not, in the main, interact or communicate with each other and operate in data silos, independent of each other and requiring manual processes to share data. As part of the work for the ICT strategy a thorough ‘Strengths, Weaknesses, Opportunities and Threat (SWOT) analysis’ of the current ICT estate was performed. This gives a clearer overall picture of the status of the ICT service and the infrastructure it operates:

Strengths

• Deep in-house knowledge of the current systems

• Highly skilled and motivated ICT personnel

• ITIL and Prince2 processes and procedures in place

• Project prioritisation underway

• Senior Management engagement and support

• An aptitude and appetite for change across the Council

Weaknesses

• Too many obsolete and/or bespoke systems requiring investment

• System procurement is Service lead and not strategically aligned

• Poor historic governance procedures against investments and wider strategies

• Available internal resource levels enabling service improvements are low

• Under use of currently available technology

• Limited use of social media and alternative channels to engage with citizens Opportunities

• Investment is available and there is a programme to replace the essential ICT infrastructure and supporting systems

• Improved procurement opportunities and systems available through the partnership

• Additional expertise available from arvato public sector ICT technicians


• Improve ICT Customer Services to Council staff and the citizens of Chesterfield

• A real opportunity to be best in class is present Threats

• The core ICT infrastructure is approaching end of life and requires investment

• Deterioration of current systems threatens a reduced mean time to failure incurring increased service failures and downtime

• Increased costs of support and maintenance for the status quo

• ICT staff will become deskilled and demotivated without opportunities to develop current skills.

• Delays in upgrades and updates will lead to bigger projects with higher costs to bring systems back to current supported versions

Doing nothing is not an option for Chesterfield. The business cases for change and to invest are strong and are essential for the achievement of CBC’s corporate objectives. Change is recommended to the governance processes as to how we procure and integrate systems in the future. This is core to the strategy and requires implementing to enable the start of the cultural change across the services that are fundamental to the success of the strategy. There is an excellent opportunity to build on the existing knowledge and expertise within the Council, a ‘best in class’ service is achievable. A further aim of this strategy is to ensure that the ICT service is ready and able to meet the demands arising from technological, organisational and political change on a local and national scale. 2.2 Emphasis on meeting change with good local outcomes The focus must in the future be on “Customer Led” initiatives, we have an opportunity to build on the success of the new website to build a Customer Focus delivery of all CBC ICT services.

Social trends are changing rapidly with evidence of greater use of Social Media by the public of Chesterfield, CBC is slowly catching up with this channel shift as evidenced by the launch of the new website but continuing investment is needed to ensure CBC maximise its potential uses. Such technologies, if invested in correctly, can reduce operational costs and lead to further innovation, in turn benefiting the citizens of Chesterfield.

The ICT strategy will not be driven by technology but will be closely related to delivering CBC’s business and social requirements as outlined in the Council’s Corporate Plan 2012/15. The strategy will deliver the underlying infrastructure that ensures the continual and successful delivery of services and facilities whilst providing a framework to help meet the local business challenges faced over the coming years. 2.3 Economic events Reductions in commercial activity and rising service demands will pressurise departmental budgets during the economic downturn, leading to further scrutiny of central service overheads. This strategy will drive a more efficient use of ICT assets, ensuring our cost base demonstrates good value for money whilst delivering a high quality service. 2.4 ICT as an enabler Appropriate and reliable ICT infrastructure is essential as the reliance in the use of technology grows with the demand from both the public and internal service areas. Public services are continually being compared with the private sector and expectations are driven by individuals’ experience in dealing with leading-edge private companies’. Expectations are now driven by a


national culture of 24/7 electronic access to information and requests for service together with an efficient delivery of that final service. Although CBC has a diverse range of services, the core technical ICT infrastructure should be no more complex than a large company delivering to a niche market should. The only difference is in the range of applications that would be supported. Through use of common ICT infrastructure, the ICT Service will deliver a joined up service, a consistent security environment and information management strategy and help in meeting the Council’s strategic objectives. The source for the maintenance of the current infrastructure will be funded from existing budgets, however the core Council’s network (i.e. VOIP network) and server infrastructure will be require investment towards a major upgrade during the life of this strategy. 2.5 Climate change and sustainability CBC is committed to minimising its environmental footprint both as a service provider. This strategy aims to support Green ICT through a number of initiatives such as:

• Reduction in power consumption with the further migration of physical server onto the core virtual infrastructure

• Replacement large numbers of obsolete printers with a small number of Multi-Functional Devices which provide print and photocopy facilities

• Reduce the amount of paper printing within the Council through scanning and document management

• Review of remote access requirements as mobile/home working will support the sustainability agenda by the reduction of carbon emissions through travel

3. WHERE WE NEED TO BE - CHESTERFIELD’S AMBITION

3.1 Reflecting the Council’s core values Our ICT services need to align with the aspirations and transformation agendas. Contrasting with the tactical approach in the previous strategy, our new ICT programme provides the capabilities required to enable the Council’s ambition in a cost-effective and sustainable manner. The ICT strategy focuses on the Chesterfield vision to be a high performing Council with productive partnerships delivering services in an efficient and effective manner. It is engineered to meet both the external facing requirements of its partners and citizens and the internal needs of the wider Council departments. The relationships and approach to change will improve performance and encourage working together with ICT resource correctly focussed on delivering value to the front line services and the citizens of Chesterfield.

Our better understanding of the Borough through integrated departmental systems, the removal of artificial data silo’s freeing the Council data for use across the Council will turn the Council information into knowledge and improve the ability to make better decisions.

The provision of ICT is also fundamental in the delivery of the Council’s Corporate Improvement Programme. This strategy has drawn upon information from many sources following an extensive period of consultation with officers, partners and customers.


Reputation for making it

happen

Ability to satisfy changing

demands quickly

Responsive to changing

environment

Opportunity based

enterprise

Integrated partnership

service provider

Customer driven

EXTERNAL FACING

Reputation for making it

happen

Ability to satisfy changing

demands quickly

Responsive to changing

environment

Opportunity based

enterprise

Integrated partnership

service provider

Customer driven

EXTERNAL FACING

Adaptable and appropriately

skilled workforce

Flexible infrastructure

Strong and constant

communication

Environment for individuals

promotes: learning, sharing,

making risk based mistakes

Change and living with

uncertainty is the norm and

encouraged

Value/risk based leadership

INTERNAL FACING

Adaptable and appropriately

skilled workforce

Flexible infrastructure

Strong and constant

communication

Environment for individuals

promotes: learning, sharing,

making risk based mistakes

Change and living with

uncertainty is the norm and

encouraged

Value/risk based leadership

INTERNAL FACING

Information

Management

Collaboration

ICT

Remodelling

Strategic

Sourcing

People-centric

access channels

Resource

planning

The ICT Strategy is the vehicle for CBC to achieve many of its Corporate Objectives; the Strategy is to be delivered by a number of key initiatives that require significant investment. 3.2 Delivering Council priorities We expect digital delivery to become the default for the majority of the Council interactions with citizens and businesses. These interactions will be characterised by anytime, anywhere, any device access, self-service (internally and externally) and simplification and automation of processes. In order to address digital inclusion, citizen self-service applications will be designed so that they can be deployed in contact centres or public-facing environments, with a mediator or facilitator to walk or talk a citizen through them. The strategic framework for the improvement is the new “Customer Services Strategy 2012-2014”. This is a corporate wide strategy and its associated Customer Service implementation plan will result in significant changes in how citizen accessed and front line services are delivered at Chesterfield. Significant ICT resources are required to deliver the underpinning ICT systems required to deliver this strategy in particular in the following areas:

• Revenues Hall Redevelopment (including the Call Centre relocation)

• Website redevelopment required to deliver additional self-service functionality

• Contact Centre automation for switch board calls/payment

• Review of all public telephone contacts numbers across the Council

• Review of all face-to-face customer contracts across the Council 3.3 Digital engagement The ICT Strategy will support the Council’s ambition to improve community engagement by providing the tools necessary to make it easier for the public to engage electronically with the Council. The first stage of this programme was the re-launch of the Council’s website, which has vastly improved the customer experience through its ease of use and finding the relevant information. This is realised through


the new branding which promotes standardisation and a consistent look and feel. Further development of the Councils website www.chesterfield.gov.uk is planned to start in late 2012 and will deliver more enhanced self-service functionality. In addition to this, a Web Strategy is under development which will determine the strategic direction for all Council owned websites which are numerous and varied. The existing Customer Relationship Management (CRM) system will be improved to record all customer contacts, which in turn supports an improved customer services programme. The benefits are that information is found quicker, is more accurate and Council workers gain access to a more in-depth understanding of the customers profile and can therefore assist their needs more proactively. Although the Council has purchased a corporate CRM system, investment is required to unlock additional functionality. A corporate citizen portal will be made available during the early part of the strategy. This portal will allow electronic transactions to be made available across a wide range of Council facilities. A fit-for-purpose review of electronic form service requests will be initiated with the intention of ensuring that the public can easily and sensibly request a service through the Council’s website. Internally, the move to reduce paper, speed up processes and eliminate wherever possible the physical internal post service will drive the process already started towards a self-service culture. E-form usage for internal processes is set to increase considerably during the course of this strategy. 3.4 A harmonised ICT service The achievement of this ICT Strategy is aligned to the achievement of the CBC Corporate Plan (see Appendix A). The implementation will be robust, planned in detail with realistic, attainable timelines and will be fully costed. The strategy for the ICT service will deliver a unified service, designed to support and assist in the delivery of the partnership business goals. It will take full advantage of arvato’s experience and expertise in the local government ICT service sector and participate on the community of practice within our partnerships.

Chesterfield Council

strategy & organisation

Harmonise

ICT organisation and

desirable behaviour

ICT Governance

arrangements

Harmonise

ICT governance

mechanisms

• committees

• budgets

Chesterfield Council

performance goals

Harmonise

ICT metrics and

accountabilities

Harmonise HarmoniseDecision rights

ICT decisions

• Principles

• Architecture

• Infrastructure

• Applications

• Investments

This will increase the technical capability, capacity and resilience to deliver high levels of performance within ICT delivery across the Council, helping to drive a better and consistent performance. When consideration is given to the implementation of the change in strategic direction discussed in the strategy, appropriate thought must be applied to any changes to other factors, which are influencing both the business and its employees, such as:


• Staff – There will be an impact on staff and consideration is to be given to training, changes to systems and products will require an investment in training, timely planning and collation of training requirements through the EPD process is vital to ensure funds are made available where required and training is timely.

• Structure – As the technology affects the organisation, there will inevitably be pressures on the structure of the different services. Services will slowly move from the current silo approach to a greater cross service/functional environment.

• Systems – Systems will change as the Council move away from off the shelf Service Lead bespoke systems, to systems that will interact with each other, allow data to be shared and creation of greater flexibility and efficiency.

• Shared Values – values will be impacted as Services move closer together, it is important that the Senior Management and Human Resources capture this early to reduce conflict. A drive towards a set of values designed towards Customer Focus is implemented.

• Skills – An analysis of the employee ICT skills in all service areas aimed at capturing the existing skill sets, identifying gaps and implementing a training plan to meet the future requirements. A greater emphasis on the development of Project Management capability should be undertaken via the project academy.

• Style – Heads of Service and their managers will evangelise and lead a culture of greater Council-wide application and data transparency and the increase in the importance of cross-service capability for ICT investment and delivery.

• Risk Management - Effective risk identification and management plays a crucial part in the formation of this strategy and its implementation.

High level of customer

satisfaction as

per industry

benchmarks

ICT considered

critical to

services

departments

and engaged in

all strategy areas

Fully transparent

costs and

performance

metrics agreed

with service

departments

More planned than reactive

activities

Skills aligned to future

requirements

Embrace new

concepts and

technologies to

provide flexibility

to keep with

Business Vision

Focus on performance,

information,

strategy and

projects

Reference

architecture

model establish –

technology

aligned with

service delivery

Cloud, managed

and shared

services

opportunities

realised

Core information

management,

integration and

collaboration

capabilities

recognised

Government

standard

accreditations

All standards

agreed and

processes

operational

Structured

approach for

all projects

across the

Council

Governance

model adopted,

seamless

engagement

with partners


The preceding diagram shows the results and outcomes of the successful implementation of this ICT strategy for Chesterfield Borough Council.

4. HOW DO WE GET THERE - TRANSFORMED CORPORATE CAPABILITIES

4.1 Citizen Centric Services Information Services recognise the need to drive up customer satisfaction through consistent standards and front-line empowerment, whilst also reducing corporate overheads on services. The corporate internet site is www.chesterfield.gov.uk and this has recently been updated and the project is a phased implementation with phase one complete. The next phase will increase self-service functionality (increased transactional provision for the public to interact on-line for Council services). The new Council website strategy will be finalised; the main purpose of this strategy is to determine the future direction of all Council websites (i.e. do they remain individual sites or are they to be migrated into the Council corporate site www.chesterfield.gov.uk . A single sign-on portal system will be made available to the public as part of Phase 2 of the website re-development. This portal will allow the public to have a person self-service portal customised to their requirements. 4.2 Flexible Working (Remote and Mobile) Mobile and flexible working provides the opportunity to make and efficient use of the most appropriate workplace locations; this will allow CBC staff and Members to perform their roles with greater efficiency and productivity. The main target service areas for mobile technology are Senior Management and the Cabinet, Housing Repairs, Spirepride and Environmental Health inspectors. This will drive through efficiency changes whilst providing an increase in customer satisfaction by enabling staff to be more responsive. Furthermore adoption of an improved ‘mobile workforce’ strategy will underpin part of the environmental challenges by ensuring staff have access to information remotely rather than returning to base to receive and update requests for service. This will allow the more efficient use of CBC’s accommodation where officers are able to work more effectively through the introduction of alternative arrangements including hot desk facilities, drop-in centres and home working. In turn, this will assist in reducing operational costs for buildings via either consolidation or closure of buildings such as Staveley Housing Office. 4.3 Application system improvements There will be consolidation in the use of core back office systems; both those provided by 3rd party suppliers and the in-house developed solutions. The developed reference architecture will direct the ICT Services’ internal capability; assist the departmental services when developing their strategies for ICT and realise the benefits from the underpinning ICT environment through the re-use of common applications, the ICT building blocks. It will help the Council deliver joined up services; increase and improved management information; provide a platform for consistent security processes; inform the Council data management strategy and help in meeting the Council’s savings targets. For example; the ICT service will design, procure and manage a “Fit for Purpose”’, modern, stable and secure core infrastructure with Enterprise functionality to support all core Council systems.


The strategic aim is to continue to reduce the number of smaller bespoke systems, increase the use of industry standard well-supported systems in order to concentrate system administration, support and training on a reduced number of key core systems. The ICT strategy/architectural principle for new solutions or developments will be to focus on applications we have in place and to expand use of corporate application solutions that allow departmental configurations within the product set rather than customised developments. This will follow common / best practice approaches for potential re-use and restrict complex or niche developments as will be contained within the published ICT strategy. Investment in the technical provision of existing standard office applications such as email, calendars and the Council Intranet is already provided at the desktop. The most effective use of these products needs to be exploited in order to maximise office efficiency savings and return value for money on the on-going support of these products. This will be promoted through changes in the internal policies in use of these products together with improved training in the best use of the products’ facilities. A key aspect of this proposed strategy is the review of the capability for Data and Process integration of the Council’s core systems. By adopting a coherent integration strategy, interaction channels, information and applications functionality can be combined and shared across the whole enterprise enabling a business to maximise reuse and efficiency of data. E.g., the corporate Elections systems and the main planning system use two independent property databases and are updated separately. Integration will provide a single, secure, accurate repository for customer personal details. This central gazetteer (master customer/property data) will be used to update all other Council back-end systems e.g. ensure the customer personal details such as name and property are accurate across all system. Corporate Intranet development - It is proposed that via this ICT Strategy considerable changes will be undertaken. The strategic aim is to make the Intranet a major vehicle for the dissemination of reliable and up to date information and to make that information easily retrievable. The challenge is to make the Intranet the first-line reference point for corporate operational documents, information and news, to promote efficient working whilst ensuring staff enjoy a pleasurable and non-frustrating experience in its use. Staff and Members using the Intranet will be presented with a completely different interface to the existing facilities with the ability to customise areas for their own preferences. More emphasis will be placed on employee self-service for administrative functions via the Intranet as those facilities become available through increased back-office integration. Corporate Document Management System (CDMS) - CBC has implemented a Corporate Electronic Document Management System (EDMS), currently comprising two business areas with over 100 users. It is used for document storage and retrieval together with document workflow in the following business areas:

• Revenues and Benefits Services

• Planning Service The current system is near the end of its life and requires replacement in the first year of the strategy (i.e. age of hardware and software version). Through the benefits of the application features and in combination with a recent Lean Review, a business case will be created for the upgrade of the current system and its roll out for all Council services (dependant of when the strategy has been agreed). The focus of CDMS activity will concentrate on the provision of a central repository for storage and retrieval of key archived paper material. The strategic direction, however, in the use of mobile devices and electronic forms with direct integration into workflow-enabled back-office systems will eventually move the emphasis away from processing of physical paperwork to electronic media.


Geographical Information System (GIS) - The proposed plan regarding GIS for the next 3 years is as follows:

• To use the Council’s current GIS resources more efficiently e.g. to provide a map showing all the property/land which the Council owes as a single reliable source

• To integrate the areas of GIS use within the Council to reduce duplication and provide standardised facilities for corporate users e.g. there currently is a separate GIS system used by Spirepride to the rest of the Council

• To upgrade the Council’s Internet site to improve and encourage the use of mapping facilities for council business processes and services

• To implement new GIS technology across the Council

• To increase the links between other Council systems and GIS to provide additional capabilities for the presentation and analysis of core corporate data

• To improve co-ordination, and data exchange, between GIS users (i.e. corporate user training).

Past projects have delivered a wide variety of technology-based solutions with varying degrees of success. To maximise return on investment and ensure the best fit of technology solutions to user requirements, there needs to be a shift to an outcome based set of mobile tools that can be mapped to the way people work in a truly efficient yet flexible environment.

e-Payments - Existing methods will be reviewed with the aim of streamlining payments into the Council. The aim of the review is to have an integrated corporate-wide e-payment solution(s) which is secure (PCI-DSS compliant), easy to use and will reduce the cost of collection and transactional bank charges. The review of the payments solutions is an essential part of the Customer Service Strategy. Replacement Contractor System for OSD - The current OSD contractor system (CHRIS - Chesterfield Housing Repairs Information System) has reached the end of its operational life. This is a large-scale project providing a full operational contractor system including:

• Receiving and transmitting data to the client system (Northgate Housing)

• Planning & Scheduling

• Stores

• Supplier purchasing and invoicing

• Transmitting data to the Agresso Finance system

• Plant and portable equipment control It is proposed that the supplier will host the new system therefore reducing the requirement for additional hardware and database support and interfaces will be automated to transfer data between other relevant systems, reducing the requirement for duplicate manual entry between systems. OSD intend to keep their current communications provider, Pervasic who process repairs transactions between the contractor systems to their operational repairs staff via their pdas. The weekly salary calculation will not however be incorporated into the development as Chesterfield OSD still use a bonus system, no modern systems provide this functionality. 4.4 Value Added Initiatives A number of added value opportunities have been identified which if implemented would add significant value to CBC. These benefits can be quantified as improvements in productivity, job enrichment and improved employee knowledge. Some of these are detailed below:


• Reprographics Service - Our ICT Partners offer a new Print and Design Service to CBC, which could be a cost effective alternative to the current purchasing system. Service Heads should consider collaboration to maximise cost efficiencies for services such as:

o Brand Identity/ Exhibition systems o Stationary/Reports o Corporate literature/posters o Leaflets and flyers o Point of Sale material/Banners

• Dual or Extended Screen - Researchers found that productivity increases averaged between 9-50% and that expanding the amount of display space made it easier to multi-task and complete tasks. arvato have introduced increased display space in other partnerships

• Training - There are gaps in user proficiency that reduce productivity their productivity and the integrity of data. A prime example is the inadequate use of desktop software, (Microsoft Office Suite). Staff and Members are given little training or in some extreme cases no training in the correct use of software such as Excel and PowerPoint that in turn leads to inefficiencies and errors.

4.5 Emerging Technologies

• Cloud Computing

• Employee owned devices

• Employees working from home

• Public Services Network Cloud Computing - The national directive is for the public sector to move to an approach of ‘Cloud first’ applications and infrastructure. Whilst the public cloud offers significant benefits (in particular reduced initial investment in core infrastructure) using widely available, ever improving mass-market products and solutions, Cloud computing designed for the UK public sector is also available via the Government Cloud Store. It is important to note that the government cloud strategy also recognises the requirement for secure private cloud provision in some areas. The concept of application or whole service hosting is a new development for the Council and will be considered where the supplier hosts the application and brings added benefit in the form of ensuring that the product is operated in the most efficient manner and the integrity of the is maintained. It is important to assess each new opportunity to move applications to a Cloud infrastructure on a case-by-case basis, taking into consideration any current issues with on-site hosting together with any potential issues relating to performance, compatibility and information assurance (i.e. security) in moving to a Cloud environment. The ICT service will explore the pre-requisites to Cloud and the migration of the majority of the core systems onto the virtual infrastructure. This will be completed during the life of the strategy with the migration of the reminder of physical servers onto the infrastructure and the default for new systems to be installed on the virtual infrastructure. Through the partnership the Council is already connected to the arvato Public Sector secure private cloud infrastructure which is capable of providing infrastructure as a service resources as part of the future technical options appraisal for individual projects. Cloud computing designed for the UK public sector is also available via the Government CloudStore. G-Cloud is about ensuring


access, use and benefit from Cloud technology. It is not a single product or the development of specific service, it is: • Iterative governance and authority • Iterative policy and controls • Standards – technical and commercial • Commodity catalogue of commodity services: • Commercial vehicles for purchasing of commodity services • A commodity ‘marketplace’ aligning the public sector with commodity services • Based on user need It is designed to allow the public sector to gain the efficiencies of accessing and using commodity solutions which are ready and easy to use at a low cost through a pay-as-you-go model and the advantages of scaling up and down according to usage. Within the site are over 1,700 information and communications services available for procurement and use. Options for the provision of private, public or hybrid cloud services will be analysed, validated and presented for Council discussion/review. As part of this consideration, various cloud based technologies/suppliers such as the G-cloud and in particular, the regional SheffieldTechCity cloud solution will be considered. Employee-owned devices - For three years now Gartner (an ICT research and advisory company providing technology related insight) has highlighted the benefits and issues associated with “consumerisation” or the use of consumer software and technology in the workplace, through employees simply providing and using their own (and often superior) tools and devices. Own device use within the public sector is still being explored and is likely to be of practical use for Members, specific services and/or senior management – a full response will be forthcoming during this strategy. The consumer-driven IT phenomenon has been having an impact on the public sector at an ever-increasing rate over the last few years, despite CESG’s earlier security stance and despite attempts by management to contain, control and outlaw it. Examples of consumerisation include social networking sites such as Twitter and Facebook, employee-owned devices such as notebooks, smartphones and media tablets and consumer grade software and cloud tools, such as Evernote, Dropbox, Googledocs and now Apple’s iCloud. Employees working from home - With increasing numbers of employees working at home - or using home as a working base for at least part of the week - it is clear there are a number of benefits for the Council. These include areas such as: improved employee retention; home working can help retain working parents with childcare responsibilities; a wider pool of applicants from which to recruit (e.g. disabled people who may prefer to work from home). Possible productivity gains through fewer interruptions and less commuting time; increased staff motivation with reduced stress and sickness levels; savings on office space and other facilities; the ability to locate staff in shared locations rather than in dedicated Council premises; allowing employees to work from home in order to encourage a better work/life balance can lead to improvements in health and well-being. However, there are a number of potential drawbacks: difficulty of managing home workers and monitoring performance; possible deterioration in employees' skills and work quality; initial costs of training and providing suitable equipment; possible adaptations to meet health and safety standards and the needs of disabled employees; difficulty of maintaining staff development and


upgrading skills; risk of information-security problems; increased telecommunications costs; risk of communication problems. A sense of isolation among home workers can make it difficult to maintain team spirit and in some circumstances working from home is simply unsuitable for certain job functions carried out by the Council. A shift towards home working doesn't mean employees have to work only at home. Often splitting time between home and the workplace is the most productive solution and it may be that the solution is for a hybrid working pattern where home workers to attend site on specific days or meetings to keep them fully involved and informed. Public Services Network - PSN is a set of technical and security standards that remove barriers to sharing. There are two PSN frameworks, one for purchasing ‘infrastructure’ components and one for purchasing telecoms services. PSN provides an assured network over which the UK Public Sector can safely share services to collaborate in new ways, more effectively and efficiently than ever before. arvato ICT Service will continue to recommend and implement technical solutions for the evolving Public Services Network. This network has evolved from the original Government Connect network and will offer a secure data network for communications between various Public Services including Police, Fire, NHS, etc. in addition to the existing connectivity between local authorities and central government.

5. ENTERPRISE ARCHITECTURE – OUR TECHNOLOGY “BLUEPRINT”

The cornerstone of the ICT strategy is the development of the Enterprise Architecture that will meet the business and information technology needs of the Council. It covers the elements used within the Council to provide an overall template for the ICT architecture in use. The use of the term “Architecture” within the context of ICT Strategy has emerged over the last decade and serves the same purpose as the traditional use of the word within the building trade. It provides a blueprint, which multi-disciplinary teams can all use as the basis for building towards the customer’s strategic vision, ensuring that the output from different teams integrates with each other, and delivers a cost-efficient and fit for purpose solution that fits within the overall strategy. The use of the word “Enterprise” within the phrase represents the alignment of business and ICT. Thus, by providing a holistic approach to defining business and ICT strategies, Enterprise Architecture has proven to provide a solid basis for defining ICT Strategies that are closely aligned to Business Strategies. In general, the scope of Enterprise Architecture is deliberately large and all encompassing. It is intended to provide a coherent blueprint across the business organisation and processes, services, security, software applications, operating systems, database technologies, server technologies, desktop and mobile computing technologies, and communications and connectivity technologies. The ICT service supported by arvato Solution Architects will create a Council-wide ICT reference architecture that directly realises the business strategy. It will be the foundation for embedding an internally consistent use of ICT. Working with the Council, its stakeholders and partners, the ICT service will analyse the business requirements under a jointly developed and agreed template to provide a pragmatic analysis to feed into the future iterations of the ICT strategy. This developed reference architecture will help steer the ICT services internal capability and to assist departmental businesses develop their strategies and realise the benefits from the underpinning ICT. Through re-use of common applications, the ICT building blocks, it helps the Council deliver joined up services, more readily available management information, a consistent security and information management strategy and helps in meeting the Council’s savings targets.


This will be achieved through a series of strategy workshops, joint planning sessions, development of an enterprise architecture group and the technical architects forum. The ICT service and arvato will introduce guidelines and techniques to support the further development and application of the architecture. They will address different usage scenarios and specific specialty architectures (such as security). The policing and consistency of the ICT strategy is maintained through the Solution Review process (referenced in section 6.5) where each solution design is mapped to the reference architecture and validated (and where exceptions exist, agreed) by all stakeholders: Together the Council’s business experts and the ICT service will align technology to business processes - the overriding principle is consultation and understanding. The workshop elements will investigate approaches and solutions to identified challenges within the Council’s business needs and start the process of developing and documenting the building blocks for the solution using TOGAF principles. The combination of the ICT strategy and agreed applications investment funds, will improve the governance life-cycle process across the Council. This process will ensure the ICT strategy remains closely aligned to the Council’s business plans, promotes growth and supports change during the lifetime of the partnership. This will assist in continuing to ensure the best use of investments that have already been made and that any new investment creates further efficiencies and helps reduce costs. Where necessary investment is required for technology refreshes and/or legislation changes, then through the adoption of technology roadmaps the investments can be planned early and appropriately budgeted for.


The foundation of Service Delivery is the Infrastructure layer or underlying physical ICT technology that is used to process and store applications and information. It provides the blueprint for the hardware technology layer (servers, disk drives, telephony, firewalls and switches), as well as user devices such as laptops, desktop computers and mobile devices. The ICT service will also analyse, optimise and then provide a roadmap for the technology used within the Council against the reference architecture that will inform the Council’s strategic management team for future investment decisions. It is the intention of this strategy to continue the work to provide the Council with an ICT infrastructure capable of delivering enterprise-level functionality within the Council departments for an appropriate cost investment profile.

6 STRONG IT LEADERSHIP AND GOVERNANCE

6.1 Target Operating Model (TOM) Delivering the architectural vision as a high quality ICT service demands a new ICT delivery model (principles, governance and operating models). The TOM is being developed to communicate how we will provide:

• Excellent core ICT services with high levels of customer satisfaction;

• Close alignment between ICT decision-making, business objectives and customer needs;

• Transparent and demonstrable value for money;

• A clear set of ICT policies and processes for customers to follow. The cultural change for the Council will start with a focussed service delivery ethos across the ICT service and bring the service desk function into the centre of ICT operations for the Council. The resulting ICT service, coupled with strong programme management, will deliver a client-focused, consistent ICT performance with increased effectiveness, efficiency and customer satisfaction. Principles – The ICT service will constantly re-evaluate the effectiveness and efficiency of their day-to-day business operations and through both technology and process driven innovation the ICT service will unlock the improvements that are otherwise difficult to achieve.

The ICT strategy/architectural principle for new solutions or developments will be to focus on applications we have in place and to expand use of corporate application solutions that allow departmental configurations within the product set rather than customised developments (e.g. Agresso, Northgate CRM, and Civica W2). This will follow common / best practice approaches for potential re-use and restrict complex or niche developments.

Engagement - There can be no simple ‘one size fits all’ method of engagement for the Council; the nature and complexity of the ICT services supplied are too complex for simple rule based procedures for all situations and statements. There will be a layered process of interaction for departments:

• The service desk will act as the first point of contact for all standard, minor and move change requests where prioritisation is governed by the request for service target response times and maintenance windows.

• Major changes are part of the project management process and their prioritisation will be managed through a consultative engagement in the project lifecycle.

All stages are underpinned by stakeholder engagement and involvement, together with a range of key performance measures that allow projects to be tracked at all relevant levels of the organisation.

The ICT strategy group will provide a communication channel for departments to discuss on-going and planned work and the priorities that business require, a projects place within the delivery plan contained in the published ICT strategy and the resource availability within the ICT service to deliver against departmental wishes.

The ICT service will engage with the departments to adopt and buy-in to the frameworks by being demanding of ourselves, strive to exceed the expectations of our customers, and will conduct


formal appraisals including service delivery measurement. This will create an open & honest climate, encouraging 2-way communication, involvement and commitment. This will move towards a clear progression framework, based on skills & attitude. The changes to processes for agreeing prioritisation of work and investment proposals for new ICT projects will flow through to the retained Council services with a programme of consultation, explanation and engagement regarding the creation of the new procedures and ICT strategy group by the Head of Service. Communication - The communication channels for the partnership that the Head of Service will lead the development of will include:

• Regular attendance at suitable strategic management meetings by the ICT Head of Service to adjust ICT priorities in response to the changing needs of the Council

• Regular meetings with the directorate management teams and heads of service by members of the ICT project team to understand their priorities and to discuss and explain on-going work and future projects.

• Annual strategic workshops for the departmental management teams to discuss individual service plans and to ensure that projects and priorities in the ICT service plan reflect the business needs.

• The formation of an operational user group with senior representatives from each department acting as a platform for the required 2-way consultation and discussion between the ICT service and the business at an operational level. The representatives will act as ICT champions for the departments to assist the dissemination of information from the ICT service to the departments.

• Dedicated service level agreements with the directorates which will include the methods and categories of work to be requested or undertaken with the response times and escalation processes for each department.

• The promotion and use of a published change calendar via the Intranet that will show the current planned workload and the committed resources for existing changes and projects.

As a result, there will be an understanding of the reasoning for the introduction of the prioritisation principles within the service departments and the relevant personnel will know the communication paths available for strategic ICT consultation available to departments, leading to buy-in from across the Council.

6.2 Adopting new applications When faced with a new application requirement, there are two basic options: buy or build. New application system requests should be viewed as an opportunity to undertake process review within a team to ensure that they operate in the most efficient and effective manner. It is important to understand that many of the pre-built business processes already follow best of breed, efficient workflows and as such represent the greatest value for money options available in the market place. If there is a commercial off-the-shelf (COTS) product that meets the requirement then arvato suggest that procuring through this option will be the default option. Although customisations allow applications to adapt to organisational requirements, they can have substantial cost implications. Reducing or eliminating software customisation will cut down on operational support demands and costs by preventing costly, in house, custom integration requirements. COTS solutions can reduce development time, because components or applications can be purchased or licensed instead of being built from scratch. This will help deliver the Council significant savings in terms of design, development, testing, and on-going maintenance costs. COTS solutions also provide technical support and maintenance to support business change such as legislation change.


Standardised product sets also deliver the potential to remove a large risk factor that can extend the project timeline, delaying benefits and creating more complexity. During the Investment Proposal stage, an exception process will be established for “Development Without Architecture” (DWA). This ensures that exceptions to strategy are visible and if agreed proceed against an approved business case which provides greater understanding and feedback on the value and cost of exceptions. In this process, the ICT strategy group will assess whether bespoke development, re-use of existing applications or purchase of COTS most clearly meets the need of the Council. In the formal DWA approval process used for customisation requests, Heads of Service will have to sponsor the request and it will require strategic level Council approval. If the proposal is judged to require a customised application or programme, an assessment stage will be initiated. This detailed proposal which will specify the build and support cost of the ICT investment taking into account the increased support costs to be met by the Council. It will cover the costs of project implementation (system development, testing, acceptance, handover) and on-going support and maintenance. If the system has a defined end of life it will provide indicative costs up to that point otherwise it will provide indicative annual costs for on-going support. 6.3 Strategic Alignment The ICT strategy will form part of, and underpin, the medium term financial plan to provide stakeholders with a greater transparency of ICT, enabling the closer collaborations required to embed ICT strategy in the Council’s overall planning processes. Part of the strategy is for a dedicated strategy delivery team, linked directly to departmental priorities through business partners and far stronger governance arrangements. This will form the basis of a new strategic engagement model. New versions of this ICT strategy document will be approved annually at the Council Management Team, with a new full strategy being submitted to cabinet in three years. 6.4 ICT skills and staff development During 2012 to 2014, an Information Ownership audit will be undertaken to provide the Council with clearer ICT accountability. Skill reviews and targeted training will provide access to the analytical, strategy and service delivery skills that will be required in future. An ICT skills framework will be introduced to develop staff, with stronger performance management practices linked to staff development planning. As part of the strategy, we will explore opportunities to enhance further the ICT delivery model through a review of ICT resources across the Council in partnership with service departments. We will seek to engender a passion in the delivery of Chesterfield’s ICT and encourage arvato and Council teams to pursue industry awards and certification opportunities. More widely, the Council must broaden its ICT skills base across its employees. Significant investment is made in technology and we must ensure our staff has the capability to make the best use of it. We will work with Organisational Development in Human Resources to establish core competencies around ICT and develop a corporate training programme to ensure staff are skilled up to use business and corporate technology platforms. This will improve productivity, drive up the return on investment in business systems and encourage IT enabled change to take place, improving the customer experience. 6.5 A mature framework for managing the technology lifecycle During 2012-14, an ICT service management framework will be implemented to ensure performance and strategic alignment for all future ICT contracts, projects and systems. Based on the industry-standard “ITIL 3” service lifecycle it incorporates Service Introduction (SI) quality gates to ensure alignment with core principals of ownership, contract/procurement, lifecycle costings & recharges, resilience and configuration management.


The ICT service, with the Council, will bring into being a formal governance review group (GRG) with responsibility for policing new work requests, prioritisation of those requests and any proposed ICT procurements. The GRG will review work requests and assign them against the Council business plans and the published ICT strategy. Their recommendations will be discussed and agreed with the retained client with feedback being provided via the ICT service to the requesting department sponsor. The next phase will be for the Solutions Review Process (SRP) that will govern individual project designs as part of projects / programme delivery. This includes the ICT service Change Advisory Board (CAB) that will govern the introduction of any changes in the operational estate. The Solutions Review Process map (next page) shows the steps taken to ensure adherence within the business in order to meet the Council’s outcomes. The architects’ forum meetings function as a sounding board to help in the development of strategies, policies and processes for newly adopted technologies and to review general technical implementations. The SRP will include a design review process by submission of an agreed design template into the ‘Solution for Comment’ (SfC) step which will then be reviewed over an agreed duration. The review will be followed by a published plan which will allow stakeholders to respond and will ensure adherence to the needs of the business and ICT Strategy. If the solution cannot be agreed at this stage, it will be terminated. This process will include the release/change board to ensure designs are fully communicated and signed-off by the appropriate authority. This awareness and acceptance helps smooth the processes of transition into production. Solutions Review Process

Document

Review

Process

Service

Department

Lead

Project Lead

Client

Technical

Design

Architect

arvato PMO

Solutions

Review

Authority

1. Develop and

document solution

3. Discuss solution

with Solutions

Architects

3. Discuss solution

with Solutions

Architects

3. Discuss solution

with Solutions

Architects

4. Submit solution

to DRP

5. Solution open

for comment to all stakeholders

5 Days

6. Move Review to

response

7. Respond to

comments

5 Days

8. Terminate

Review

9. Submit solution

to PMO

10. Submit

solution to SRA

11. Presentation

of solution already

familiar through

DRP

11. Introduce solution already

familiar through

DRP

12. Solution

challenged by

SRA

Solution

rejected?

14. Revises

solution

Solution

accepted

subject to

revision?

15. Revises

solution

16. Sign off

revised solution

13. Solution

approved by SRA

2. Discuss solution

at Architects’

Forum

2. Discuss solution

at Architects’

Forum

Exit Process

Enter Process

N N

YY

To 2

From

14

CONSTITUTION OF SOLUTIONS REVIEW

AUTHORITY:

Head of ICT, Chair

PMO (as available),

ICT Solution architect (optional)

Architects’ Forum.

Meeting of arvato ICT , chaired by Director

of ICT Solutions. Not formally part of

process but employed to develop policies, processes and new technology adoption.

Document Review Process

Opportunity for all project

stakeholders to discuss the

solution on line

Revised solution

returned to start of

process (Action 2)

Revised solution

reintroduced from

Action 14

From 23

If a solution in the quick

process cannot be agreed

in DRP, it reverts to the full

process after Action 23

The ICT service will attend the Partnership Board (PB) to explain the high-level solution designs, report the on-going status of ICT strategy milestones and highlight where they are within the process. Each design will be based upon a jointly developed design template that will help ensure everyone works in adherence to the business needs and ICT strategy. The ICT service will also invite other experts to design solutions and to present at the PB in the same format where the need arises and where we require other skill sets (e.g. Oracle). If required these experts will be available for the other stakeholder forums such as strategy workshops with the individual departments.


6.6 Governance ICT is a business enabler for services across the Council but in order to deliver effectively then major consultation is required. This will ensure that the ICT needs of the individual departments and business units are understood, included and met by the ICT service. arvato has engaged with the Council to deliver the ICT Strategy to ensure it is effective in achieving the desired outcomes. Detailed below are the processes and mechanisms arvato have established to with the Council in the creation of, and on-going delivery against, the ICT strategy.

• Creating the strategy: The ICT strategy formulation and review involved consultation with the strategic leadership team and service heads. arvato engaged with departments over their environments and future needs with reference to the ICT strategy and the business outcomes in the Council business plans.

The draft strategy has been prepared by the Head of Service in conjunction with the Senior Management Team (SMT) will focus and drive the development and delivery of ICT strategy through the departments and business units.

The ICT strategy complements the overriding Council vision, the departmental and business unit requirements and their delivery with the professional expertise and vision of the ICT service. This will occur through the management and approval of the ICT Strategy Group chaired by the Head of Service with representation of the equivalent senior departmental managers.

The model illustrates the intended development lifecycle of the ICT strategy to ensure co-ordination with the Council business plan and vision.

• Delivering the strategy: The ICT strategy is supported through direct communication with staff; senior management engagement by the Head of ICT and the use of the new communication channels. These channels are based on arvato experience and have been revised to provide a best practice approach that the Head of Service will lead. These channels include:

• Attendance at applicable strategic management meetings by the ICT Head of Service to ensure the ICT strategy meets the changing needs of the Council


• Strategic workshops for the directorate management teams to discuss individual service plans and to ensure that the ICT strategy reflects the business needs

• The formation of an ‘Operational User Group’ with senior representatives from each department. The OUG will act as a platform for the required 2-way consultation and discussion between the ICT service and the business at an operational level. The representatives will act as ICT champions for the departments to assist in the determination of the ICT strategy and its dissemination to the departments

As a result, there will be an understanding of the real time business needs for the strategy principles and the service departments and relevant personnel will understand the strategy links into the business aims. They will also be aware of the communication paths for strategic ICT consultation available to departments, leading to buy-in from across the Council. arvato will lead senior management sessions to agree direction, priorities and projects on an annual and as required. arvato will then update CMT with feedback on progress on a quarterly basis. Changing project priorities or deviations will be approved as the strategy sessions. To ensure compliance against the principles of the ICT strategy arvato will work with the Council to utilise the client team in a ‘gatekeeper’ role with a co-ordinated approach between arvato and the senior client to actively re-enforce the strategic objectives. This will provide a forum for the tactical yearly governance and create the flexibility required to ensure the strategy continues to be relevant and is applicable to the wider and much larger transformation strategy. 6.7 Project management Management of all ICT projects is based on Prince2 project methodologies. There is a recommendation that a joint arvato/CBC Project Technical Group (PTG) be formed to review all project requests, conduct initial feasibility studies, assist with the preparation of business cases, priorities all projects and jointly manage all projects (including resources, timescale and cost). arvato will hold the responsibility for the delivery of projects whilst the Council will retain accountability as under the partnership the Council transferred all ICT resource leaving the internal capability to manage its accountability but not the responsibility or delivery. The Council will release business resource where and when required to support the delivery of specific projects.

As included under the contract a total of 500 days of ICT development time will be allocated as part of the existing service. Further development requirements to meet the Councils projects will be included in the cost analysis of proposals

Building on existing in-flight projects, the ICT service supports the adoption of a Programme Management Office (PMO) that will be used to transform the governance process, both within and the across the Council. This will ensure that effective, efficient project and change management is maintained across the ICT estate and is measurable against the ICT strategy. This in turn will assist in delivering a transparent, value for money change programme to the Council.

6.8 Information and Security Management With increasingly outsourced and remote ICT services, strong Information and Security Management frameworks, enshrined in operational processes will be essential to ensure service/customer insight, and compliance is maintained. As part of the ICT realignment,


fragmented ICT security, Information Management and Acceptable Use policies will be consolidated and updated, and sustainable governance established. As the data custodians for Chesterfield Borough Council - arvato ICT Service will continue to recommend and implement technical solutions to reduce the unauthorised disclosure of data, the unauthorised modification of data and to ensure that data is readily available. This strategy includes hardware and software solutions for access control, cryptographic, telecommunications, network, remote access, and disaster recovery and business continuity. ICT Security in now a key requirement for the design, build and maintenance of all ICT systems. A high level of security is essential for the following reasons:

• Mandatory requirement for access to the Convergence Framework (CF) (previously known as the Government Connect network). The CF is secure means by which the Council is given access central Government data (e.g. DWP pensions data)

• Protect the Council good reputation and potential fines by the Information for the loss of or unauthorised access to personal data.

• Conform to statutory legislation e.g. Data Protection Act, PCI-DSS etc. 6.9 Risk and Compliance The ICT Service will continue to assist the data owner - Chesterfield Borough Council with the various legal and contractual data compliance requirements. This includes the legal requirements such as the Data Protection Act, proposed EU Data Protection Regulation and Freedom of Information Act. ICT will continue to meet contractual requirements such as the Government Connect Code of Connection and PCI DSS for card payments. Our ICT best practice security policies will comply with larger formal frameworks such as ISO27001 ISMS. 6.10 Supplier performance During the lifetime of this strategy, a review of performance against contracted obligations and the business needs of the Council will be undertaken for all services, with the existing partnership addressing any areas of non-compliance. In future, ICT will focus on achieving contracted performance levels, not “filling the gaps” with ad-hoc and reactive solutions, and developing services as part of a clear migration path aligned to this strategy. 6.11 Transparent IT costs Current technology costs are in the process of being base lined and indicative costs for the proposed new technology architecture sought to inform the business case for the new ICT strategy. We will revise the existing model to provide stakeholders with greater visibility & control over their technology costs, and an overall reduction in TCO. The model will include an ICT analysis where future business cases must consider a range of options ranging from minimal technology upgrades to more innovative ICT business solutions.

It will encompass:

• A definition of ICT-related costs such as revenue and capital costs, including infrastructure, software, administration, maintenance and resourcing costs associated with the business transformation delivered by the projects

• Processes associated with the planning, design, development, change management, training and evaluation of the project.

A consolidated ICT capital investment plan, with supporting development programmes will be developed to deliver over the three years of the strategy, whilst ensuring that business as usual is maintained or improved as service transformation takes place.

7 A ROBUST ICT INFRASTRUCTURE


7.1 Desktop - Desktop hardware (PC fat client) will be maintained as the general standard in the majority of departments although the business case for the migration to thin/zero client devices will be investigated further. Flat screen monitors will be retained when base units require replacement. Replacement budgets will continue to be centralised and the five-year replacement programme will be maintained, with early replacements only possible in exceptional circumstances. Desktop Operating Systems – Microsoft Windows 7 will replace the Microsoft Windows XP Professional version as the standard desktop/laptop operating system. Windows XP will continue to be supported but phase out should be completed by April 2014, as it is no longer supported after this date. The virtual desktop infrastructure review will be undertaken to examine whether the new technologies available will deliver sufficient benefits to be considered. Office Automation - Microsoft Office 2003 will be replaced with the latest proven and stable release of MS Office during the life of the strategy. Email - The corporate Microsoft Exchange email system will be upgraded to the latest version early in the life of the strategy. Standard Software - Including Microsoft Office the following are regarded as standard packages:-

• MS Outlook 2003 or later – e-mail access • MS Visio – drawing & process mapping tool • Autodesk AutoCAD – CAD applications • MS Project – Project management • Adobe Acrobat – PDF viewing & production • Quark Xpress / MS Publisher – Desktop Publishing

7.2 Server/Storage - Unless there are significant technical reasons all physical hardware servers will be decommissioned and the servers migrated into the core virtual infrastructure. Server Operating Systems - All obsolete Microsoft Windows operating systems below and including Windows 2003 versions will be either upgraded to the latest supported versions or decommissioned. By default the standard server operating system will be Microsoft Windows, however, specific non-Microsoft server software will be considered as an exception and authorised only by the ICT Manager. Database Systems - All obsolete unsupported database systems (e.g. Windows SQL 2000) will be either upgraded to the latest supported versions or decommissioned. New applications will be restricted to one of the three standard database management systems depending on size:-

• Oracle – large systems • MS SQL Server – middle size systems • MS Access – small systems

Exceptions will require ICT Manager Approval and can only proceed if appropriate external support contracts exist (e.g. INGRES system used by Capita Revenues). Storage & Backup - A complete review of the storage and backup solution will take place within the first year of the strategy. This is essential due to the migration of individual physical servers for each application onto a central core virtual infrastructure. Resilience & Disaster Recovery - A complete review of disaster recovery is urgently required. Due to recent technological advances, in particular the emergence of ‘Cloud Technology’, consideration must be given to the use of this technology in order to improve resilience and align the ICT Disaster Recovery Plan with the corporate Business Continuity Plan.


7.3 Networks - All desktop devices should communicate with a minimum of 100Mbit/s Ethernet Switches. Where funding allows, minimum inter-building speeds should increase from approximately 1Mbit/s to 4Mbit/s for small sites (1-10 PC’s) and from 10Mbit/s to 100 Mbit/s for larger sites (10+ PC’s). Core switches will be upgraded to 1000 Mbit/s (Gigabit). Resilience - In order to allow the organisation to function when telephone calls are routed through the network, UPS (Uninterruptible Power Supplies) will be fitted. Additional Core switches will be implemented to minimise ‘single point failures’. Management - In order to provide greater stability, management reporting software will be installed on the network to alert support staff of problems before they become evident to users of the system. It is envisaged that support staff will be able to be notified by mobile phone text message. Voice Communications Integration – A review of the existing Mitel Voice over IP (VOIP) will be completed, as the existing system will reach the end of its useable life during the life of this strategy. 7.4 Security - The current dual Checkpoint firewalls will be maintained and reviewed at the end of the life of the strategy. Anti-Virus - A multi-layer approach will continue to be used with protection at the point of entry, on the servers and protection on the desktop, currently provided by Barracuda Anti-Spam software. An urgent review of the servers/desktop anti-virus software will be carried out early in the strategy due to technical limitations of the existing products (i.e. CA eTrust and Symantec) Anti-Spam/Anti-Spyware - Currently provided by Barracuda Anti-Spam software, this technology will be reviewed annually as the volume of Spam is seen to increase dramatically and the overhead of operating and managing this becomes more onerous. The current Barracuda Anti-Spam device will be maintained over the life of the strategy. Evaluation of desktop security suites will aim to purchase a combined anti-virus/ant-spam/anti-spyware product to enhance protection by providing an additional layer of security from a single product. Software Audit - The use of Centennial Software has to date been effective, but developments in Microsoft operating systems may mean that this specific software is no longer required. A review of this should be held in 2012/13. Web Access Control - The current Bloxx web filtering solution will be further developed over the life of the strategy to include additional self-service capability. Remote Access - A review of the existing remote access solution will be carried out in the 1st year of the strategy. This review will align the secure ICT solutions with the business requirements for all Council employees (home workers and office independent staff) and members. This is essential to take into account modern technology such as widespread usage of smart phones, iPads etc. Patch Management – As part of the agreed Microsoft Enterprise agreement the Council has access to the latest software patch management and distribution software. The solution will be implemented early in the strategy to automate this across the Council network. Being ‘patched’ to a recent release will be an important factor in working towards ISO 27001 (Security) required by central Government.


7.5 Peripherals - A complete review of the current printers, photocopiers and scanners throughout the Council will be completed in 2013. A business case will be created for the replacement of these devices with strategically placed Multi-Functional Devices (MFD’s). Cameras - Only cameras purchased and installed via ICT Service will be authorised for use on the Council’s network. Removable Storage - Only removable storage owned and purchased through ICT Service will be authorised for use on the Council’s network. In the case of devices owned by third parties, they must be cleared by ICT Service prior to connection. In the early part of the strategy specific security will be implemented which automatically ensures these external device are clear of all potential security threats (e.g. viruses, spyware). All devices intended for use on Council PCs should be procured via the ICT Service. Mobile Devices - A review of mobile devices and contracts should be carried out in the 1st year of the ICT Strategy to ensure they are aligned with the Remote Access Strategy and the Council’s business needs.


8. SUMMARY & CONCLUSION

This ICT Strategy will establish ICT as an integral part of the overall planning process for delivery of services and will produce an environment where ICT assists delivery of the Council’s strategic business plans.

The strategy will requires regular reviews and strong governance in order to ensure that benefits are realised and that it continues to meet the Councils developing business requirements.

The strategy is based on a set of principles:

• Deliver and maintain excellent value

• Focus on the Council and enable and lead business change

• Understand the needs of the business and provide appropriate, efficient, innovative and agile business solutions

• Be a continuously improving service

• Be transparent and accountable

• Be green and ensure environmental sustainability

At its core is the drive to provide a 21st century capability to the Council with an architectural ICT model to ensure maximise use of Council ICT applications and investments. The purpose of this enterprise architecture is to optimise across the Council the fragmented legacy of processes and applications into an integrated environment that is responsive to change and supportive of the delivery of the business strategy. This is in line with the direction of travel for the ICT industry and will align well with the aspirations of being a flexible and dynamic organisation; able to flex its resources in line with changing business needs.

We will create a strong framework for ensuring that we become a strong enabler for service areas to make significant savings. In drawing up the ICT Strategy, the process is designed to build upon the existing knowledge base of the ICT service and the Council to ensure the strategy is realistic, achievable and agreed.

Key procedures have been identified to ensure the Council remains responsible for determining the business requirements and that the overall costs meet the Council’s budget; that sufficient resources exist and that implementation can be achieved in the given timescales. Priority continues to be given to solutions measured against the Council’s business plan and the governance processes established.

We will continue to maintain a secure environment, complying with the highest security standards and regulations. We will manage secure and non-secure data. We will provide appropriate solutions and cost profiles for different business requirements.

We will maintain a team that is equipped to provide an internally focused service and become part of the core delivery capability of the council. We will advise our customers as to the best solutions, help them use ICT more effectively, and aim to solve any problems before they affect our customers or residents.

A consolidated ICT capital investment plan, with supporting development programmes will be developed to deliver over the three years of the strategy, whilst ensuring that business as usual is maintained or improved as service transformation takes place.


APPENDIX A - ICT IMPLEMENTATION PLAN This includes all the projects required to deliver corporate projects and individual services projects. It includes those requested as part of recent Head of Services meetings (Appendix D) included in the ICT Project Priorities for 2012 (Appendix C) report submitted on the 1st March 2012 by the Head of Business Transformation.

Project Delivers (What Success Looks Like)

Year Comments Link to Corporate Aims

1. Replace the Spirepride’s bespoke GMAS system

Replacement of this obsolete unsupported system with module available on existing corporate systems

1,2 Current system is obsolete and does not integrate with other Council systems

1,6

2. Corporate Remote Access Solution

A corporate wide Remote access solution(s) which provides the Business requirements for all remote staff (including home workers) and members

1,2 1,5,6

3. Implementation of the ICT aspects of the Customer Services Strategy

Redevelopment of the Revenues Hall as a “One Stop Shop” Redevelopment of the Council main website with significant improvement in design/CBC branding, easy of navigation, additional self-services functionality and the use of social media as an additional communication tool. Assist with the creation of a corporate web strategy to ensure consistent branding and functionality across all services. Implementation of a corporate PCI-DSS compliant system for the processing of credit/debit card data Upgrade of the Customer Contact Centre’s telecom’s with additional automated payment/switch board agents.

1,2,3 1,2 1,2,3 1,2 1,2

Improved customer services

1,2,3,4,5,6

4. Expansion of the Housing Keystone Asset Management System.

Ability for the Council to automate the management of the housing stock in order to obtain the Decent Homes/Affordable Warmth Action Plan and any statutory requirements

1,2 3,6

5. Replacement of the Housing Contractors system (i.e. CHRIS)

Replace this current obsolete system with an integrated solution which improves efficiencies, more effective and productive system, reduction in

1,2 3,6


FTE cost

6. Corporate use of MapInfo (electronic mapping system)

Improved management of corporate assets through assistance with the mapping aspects of Site Allocation Development Plan

1,2 3,6

7. Establish an ICT partnership with Chesterfield College/Derbyshire & Nottinghamshire Chamber of Commerce)

ICT apprenticeship scheme, high quality work experience and development of the College training syllabus

1,2,3 4,6

8. Replacement and expansion of the vulnerable persons system (Careline) to cover the North Derbyshire region

Successful implementation of the new Careline systems at new site

1 5,6

9. Refurbishment of the Market Hall project

“Fit for Purpose” ICT as part of the refurbishment of the Market Hall

1,2 5

10. Feasibility report on the introduction of an Empowering Communities Inclusion & Neighbourhoods (ECIN) System

Assist with knowledge sharing, management and reporting of Anti-Social Behaviour across all community partners e.g. Derbyshire Police

1,2 5,6

11. Assist with the ICT (IT and Telecoms) aspects of the Transformation project for the 2 Council Sports centres (Healthy Living & Queen’s Park Sports Centre

Efficiency, operational effectiveness, cost savings, improved customer services

1,2,3 Improved customer satisfaction with the sport’s centres

2,5,6

12. Implement the ICT actions required as part of the contractual Service Improvement Plan

Improved efficiency and effectiveness

1,2,3 1,6

13. ICT security initiatives to ensure that the Council achieves its statutory requirements and protect the public’s private data

Reduced risks to reputation and fines associated with the loss of personal data

1,2,3 6

14. Upgrade and roll out of the Corporate Document

Efficiency, operational effectiveness, cost savings: reduction in paper usage, archive

1,2,3 Core system upgrade required as a

1,6


Management System

management

pre-requisite to the installation of additional modules .e.g. Case Management

15. Assist with the implementation of the IT aspects of the Workforce Strategy

Roll out of the additional HR/Payroll self Service modules (MyView) e.g. On-line expenses

1,2 1,6

16. ICT enabling of Council building (Wi-Fi and mobile devices)

Phase 1-Town Hall Council meetings to be conducted solely by electronic means. I.e. remove the requirements for printed documentation

1,2,3 1,2,6

17. Implementation of a Corporate Archiving Solution

Ability to automatically archive large attachments in large email mailboxes and have the capability to roll out a corporate archive solution across all Council mailboxes, file servers and databases

1,2 1,2,6

18. Review of the CCC/FOI systems

“Fit for Purpose” Freedom of Information and CCC systems

1 2,6

19. System Integration/

All system to use a central property gazetteer Systems rationalisation

1,2,3 6


APPENDIX B - CORPORATE PLAN 2012-2014 Our Vision: Chesterfield Borough Council – Putting Our Communities First A Sustainable Community - A clean, green, and attractive Borough, where our open spaces and built heritage are valued. Key ICT projects:

• Replacement of the GMAS system used by Landscapes services delivered from the Council’s East Lodge site. The current system is an obsolete stand-alone bespoke Microsoft Access database system that is unsupported. It does not integrate with any of the main Council systems (e.g. the financial system) and has limited functionality. This project will replace the obsolete system with the migration of the modules and data into corporate supported systems. For example the use of the Environment Services system (M3) to replace the grass cutting schedule within the current system.

• Review the section’s remote access requirements to determine if a corporate solution can be implemented which will allow peripatetic Landscape Services and Leisure staff to access and update management information remotely with the use of suitable hand held devices for example iPad, smartphone, personal digital assistants (PDA).

• The development and expansion of the Customer Contact Centre and the provision of a ‘One Stop Shop’ (Revenues Hall) will provide an improved first line point of contact for the public face-to-face contact and contact via telephone.

An Accessible Community - An inclusive Borough, where everyone feels valued and has equal and fair access to local services. Key ICT projects:

• The execution of the Customer Services Strategy will require a considerable ICT resource for the implementation of the following projects:-

• Redevelopment of the Revenues Hall building will require the relocation of staff from the customer contact centre to a new building; the upgrade of the telecom system via the installation of automated agent for payments/manage switch board calls (i.e. Netcall) the upgrade of back office payments system with particular emphasis on security to ensure they are PCI-DSS compliant, and that the updated infrastructure is modern and functional.

• Website redevelopment to significantly increase the number of self-service transactions (payment and service request) through the Council website. The website will also assist with making services more accessible to our communities with 24 x 7 accesses to Council information and the ability to influence Council decisions with the use of on-line petitions, improved complaints and freedom of information systems etc.

The updated website will also assist the public with the ICT aspects of the Communication, Equality & Diversity and Social Inclusion Strategies in particular the use of social media as an additional communication channel with the public. A Living Community - A place where everyone has fair access to a decent and affordable home. Key ICT Projects:

• Keystone - Asset Management system will enable Housing Services to measure and monitor decency, energy efficiency and any asbestos present in their stock. It provides a means to plan maintenance schemes practically and economically within the limits of financial resources to ensure social housing stock is decent and affordable.


• Operational Services Division require a replacement for their ‘end of life’ contractor system (i.e. CHRIS) which will integrate with other Housing systems in order to process repairs and improvements to Chesterfield’s social housing stock.

• On line Repairs - Interfinder. This is an extension to the Repairfinder system currently used by call centre staff to log responsive repairs. Interfinder will give access through the corporate website to tenants of Chesterfield Borough Council so they can request their own repairs using non-technical diagrams and links the most popular types of repair.

• Development of the private sector housing module within the existing corporate Environmental Services system (M3).

• Corporate GIS system (manage corporate asset more efficiently) assist with the Site Allocation Development Plan and a draft plan to ensure a 5 year supply of land for new build social housing.

A Working and Learning Community - A thriving Borough, where everyone has access to the jobs, training and the support they need. Key ICT Projects:

• Assist with the design and implementation of the ICT infrastructure required for the refurbishment of the Market Hall.

• Develop a partnership with Chesterfield College and The Derbyshire & Nottinghamshire Chamber of Commerce for the apprenticeship scheme and valued work experience.

• ICT to assist with the updating of the College ICT syllabus to ensure it meets the requirement of current and future employers.

A Safer, Healthier and Active Community - A healthy and safe Borough, where the community is free from the fear of crime. Key ICT Projects:

• Upgrade and rollout of the new vulnerable person’s assistance system (Careline) throughout the North Derbyshire area.

• Implementation of E-CINS (Empowering-Communities Inclusion & Neighborhood-management System). This system facilitates easy and controlled sharing of information both inter-district and inter-agency for the management and reporting of Anti-Social Behavior across all community partners e.g. Derbyshire County Council, Derbyshire Police, Derbyshire Fire & Rescue

• Assist with the ICT aspects (in particular the booking system and upgraded telecommunications) required to develop and deliver improved management systems for the 2 Council Sports Centers - The Staveley Healthy Living Centre and the Queen’s Park Sport Centre.

A High Performing Council with productive partnerships - An efficient and effective Council. Key ICT Projects:

• Implement all ICT projects under the contractual arvato/CBC Service Improvement Plan.

• Review and update all ICT security initiatives and policies to ensure that the Council achieves its statutory requirements e.g. Credit/Debit card data standards (PCI-DSS), Data Protection Act, Government Connect compliance.

• Corporate Document Management System (including the Case Management System and Committee Information Management System).


The Council’s document management system in the Revenues & Benefits and Planning Services was installed in August 2008 and will reach the end of its operational life in September 2012. Therefore a project to replace the software and hardware is essential to maintain its current functionality and as a pre-requisite for the roll out of the system and new modules across the Council. This Council wide project is required to address the reduction in the need for paper, archive management and to increase efficiency through the business re-engineering of possesses.

• Assist with the implementation of the IT aspects of the Workforce Strategy in particular the development of the Payroll/HR self-services facilities e.g. MyView expenses on line.

• ICT enabling of Council building. The first stage of which would be the potential roll out of Wi-Fi and mobile devices in the Town Hall committee rooms as a replacement for the traditional printed paper system for Council meetings.

• Reduction & integration of ICT systems. Currently there are a large number of systems that hold conflicting person and property data and several systems with duplicated functionality. The main environmental system (M3) for example has a licensing module and there is a separate licensing system Lalpac used for this purpose in the Licensing section on the environmental department.

• Assist with the IT aspects required to develop and deliver an improvement program for the 2 Council Sports Centre (i.e. the Staveley Health Living and Queen’s Park Sport Centre. e.g. assist with the ICT specifications for the replacement of the Leisure Booking system.

• Review of the IT Remote access business requirements of all staff and members.


APPENDIX C - ICT PROJECT PRIORITIES FOR 2012 PURPOSE OF REPORT - To identify what the Corporate Management Team (CMT) requires as a roadmap of Information, Technology and Communications (ICT.) improvements and requirements for 2012 and beyond. To identify the top priorities for ICT projects and assess against costs, benefits, and sustainable value to Chesterfield Borough Council (CBC). RECOMMENDATIONS - It is recommended that the CMT agree an updated Priority Programme, projects of which are detailed within this report. The CMT agrees the new governance around ICT projects and the relationship with their partners, together with the other principles detailed within this report. EXECUTIVE SUMMARY -The correct use of technology in the ICT environment is a major opportunity for CBC to implement a more cost effective and efficient service across all services. The Corporate ICT structure must look at the bigger picture around the whole infrastructure, systems and product ranges to enable efficient functionality and integration of the variety of CBC systems. Products such as Cloud should be reviewed to ensure future proofing and sustainability at a cost the Council can afford, therefore the need to consider Technology needs at the Macro (Strategic) as well as the Operational and Tactical level is paramount. The use of technology at the Strategic, Operational and Tactical levels is demonstrated in the diagram below:

Diagram 1 – Strategic, Operational and Tactical Layers

METHODOLOGY The Chief Executive, Deputy Chief Executive and Heads of Service were interviewed as part of the information gathering exercise and were requested to provide their:

• Issues and Risks

• Top Priorities for the provision of ICT services in the future

• List of “Nice to Have’s”, reserve list projects

• Review of current on-going ICT projects

• Any added value proposals which Arvato can provide This information was then analysed and the requirements and priorities are detailed within this report. (See Appendix D for copies of the minutes of the ICT meetings).


GOVERNANCE - It is important that strong governance exists between arvato and CBC. There has historically been a lack of effective communication regarding ICT activities and it is therefore proposed that the following governance is implemented immediately:

What/When

Strategic Planning

Who

Monthly Dashboard, Actions, Risks and Issues

Client Manager, Avarto

PM’s, Avarto,

Client Manager

CMT, Avarto

Monthly Project Reviews (Held before

Ops Boards)

Monthly Meetings to

review specific Projects (Project specific size etc)

Annual (ITC

Strategy linked to Finance Board)

Meeting/Activity

Project Technical Group

Project Implementation Review and Sign Off

3 Months Post Project

Go Live (Project Specific, size etc)

Client Manager,

Avarto, PM

WB

R P

riority L

ist

Day to Day LiaisonExceptions Resource Review

Training and DevelopmentStaff Meetings

New Ideas

Innovations

User Requirements IdentifiedUser Group,

AvartoDesign, and Specification

Ad

Ho

c P

roje

cts

Diagram 2 – Proposed Governance

Taking the governance bottom to top, a critical element is around the capture of the user requirements at an early stage, some of the key elements to capture to ensure a successful implementation are:

• Service needs and integration

• Customer requirements are met

• Future proofing and sustainability

• Meets modernisation policy

• Linkage to other key systems

• Cash less systems (where applicable)

• Training requirements considered

• Consideration of cultural issues

• Systems are user friendly

• What efficiencies are available post implementation

• Cost effectiveness Another crucial element is the improvement of communication between the CBC Service staff and Arvato. The proposal within the governance is that of arvato attend regularly service staff meetings in order to understand, gauge the staff requirements and to overcome any misperceptions that may be clouding any issues. These meetings should include on-going projects, progress, issues and risks, new ideas and products, any training needs and key risks. They will have a number of key benefits, the main one being the improvement to service performance and relationships. The monthly dashboard is another important in ensuring performance improvement, as it will highlight at an early stage any issues raised by the Staff, but also keep a regular health check on projects. It is further proposed that a Project Technical Group (PTG) be formed to review any proposed changes to project specifications, formally review any new product or idea and potentially do some initial feasibility and funding work.


Strategic planning would take place annually with Heads of Service and the Chief Executive and Deputy Executive. This report would be reviewed and amended accordingly to define the strategic priorities. The implementation of Post Implementation Reviews (PIR) cannot be more underestimated, they are critical in ensuring projects achieve their stated objectives, they must be conducted 3 to 6 months post “Go Live”. The formation of the PIR team will be as a minimum, Client Manager, end user and arvato. The PIR will determine whether the project delivered on expectations and value and if not what actions need to be taken to resolve the gaps. Finally, a record must be kept of the PIR to ensure lessons are learned for future use. RISKS - A completed Risk Matrix can be located at Appendix E. PROJECT PRIORITIES - The chart below shows the top strategic projects as identified by the research, the list of projects is presented in no particular priority and the CMT are requested to agree the priorities so the ICT strategy can be developed around them:

Project Delivers (What Success Looks Like) Comments

1. Leisure Project New I.T. and Communications, On Line Booking, Access System, Social Media, Data processing to enable Sales and Marketing to more effective

Urgently required as it is core to the Transformation Plan in order to produce organisational savings

2. Carelink Proposal to implement a new Carelink system to the residents of Chesterfield, run by housing

Forward planning must be undertaken so when the contract is finally let, ICT can react quickly to the programme needs. Requires implementation June/July 2012

3. Modernisation Complete modernisation of the ICT needs in order to improve productivity, cost efficiencies and sustainability

iPad project currently underway and must be reviewed post trial completion

4. New Website A vastly improved customer experience, removal of unwanted links, visual improvement to CBC brand

In progress and initial design nearly complete

5. Document Management System

A council wide project is required to address the reduction in the need for paper and archive management

6. Case Management System

A case management system, there are off the shelf solutions for this and will increase efficiency and possible FTE savings

7. FOI Freedom of Information (FOI) post box system currently has no process, not fit for purpose and high risk from a monitoring, tracking and non-compliance perspective. Further 3 C’s and Citizen Panel, the current process and systems need review, are the responses consistent and professional

High Risk of Non Compliance

8. CIMS The current committee management information system requires replacement by CIVICA which is a module of the Corporate document management system

9. GMAS MS Access-based GMAS system for Ground Maintenance/Streetscene requires attention, happy generally with the system provides and the end users are happy.

Worries about the on-going support and maintenance of the system; need to review whether M3 can replace GMAS

Table 1 – Top 5 Key Strategic Projects


To do list, the chart below shows the top on-going and “To Do List” of projects as identified by the research (projects not in any order).

Project Delivers (What Success Looks Like) Comments

1. Replacement for CHRIS (Depot System)

Greater efficiencies, more effective and productive system, reduction in FTE cost

2. Housing Office Moves

Efficiency, operational effectiveness, cost savings, increases space availability in Town Hall. Planning to start in next 12 to 18 months but could be brought forward

Staveley Housing to move to Housing Depot and some Town Hall Staff to the Depot

3.M3 System Development required around M3 system (Licensing and development for Private Sector Housing)

4.ECIN Project needs to be put on the reserve list for the new strategy, issues around Housing not yet bought into the benefits of the system which are knowledge sharing, management and reporting of Anti-Social Behaviour

5. CCC Freedom of Information, 3 C’s and Citizen Panel, the current process and systems need reviewing, are the responses consistent and professional

6. Training On-going training requirements have been identified, i.e. Excel Super Users

As modernisation increases there is a requirement to ensure users of new products and systems are given the correct amount training to maximise the benefits

7. Corporate use of MapInfo

8. Website for Museum

Updated website for Museum In line with the Corporate Website

9. Wi-Fi for Winding Wheel and Pomegranate

Mobility and greater efficiency

10. Centralised hosting and DMS for Websites

11. Mobile site for Winding Wheel and Pomegranate

12. Keystone Some modernisation required around the Housing Asset Management System

To become more operationally efficient and improved management of assets

13. LALPAC LALPAC (Licensing System) – can we integrate with the M3 system

Potential for reduction in licenses to save cost.

14. CCC Development of CCC E System for VFM reviews

Improvement in efficiency and performance

15. In phase Issue 2.0 due Improved reporting and KPI monitoring

16. Agresso Need to review potential to integrate Agresso, Northgate and Resource Link

System integration

Table 2 – Top “Nice to Have” Projects


The CMT should prioritise the two lists above to determine the priority projects and the reserve list of projects to be carried out this year. These lists will form the basis of the ICT Strategy and WBR project list. The projects will be fully costed and given an ICT project rating and project plan. OTHER VALUE ADDED INITATIVES A number of added value opportunities have been identified which if implemented would add significant value to CBC. This added value can be quantified as improvements in productivity, job enrichment and improved employee knowledge. Some of these are detailed below:

• Dual Screen Working: Multiple studies conducted by; Microsoft, University of Utah, and numerous others, have all concluded that adding a second monitor in the workplace can greatly increase productivity. Researchers found that productivity increases averaged between 9-50% and that expanding the amount of display space made it easier to complete tasks. Obviously not all employees would benefit from Dual Screen system; areas to review for implementation are such as Finance, Business Transformation, customer facing staff etc. Dual Screen Working can make certain staff more efficient and effective, in the past the cost of screens would mean it would not be cost effective. However with screens costing <£100 this would be an inexpensive method of increasing staff productivity. A practical example of this is that it is felt that by implementing a dual screen system an employee could save around 70 hours per year. This has an impact not only the savings on employee’s time, but eventually form part of a Transformation initiative.

• Training: there are a number of gaps in training which can damage productivity. A prime example is the use of the Microsoft Office Suite. Staff are given little or no training in the correct use of software such as Excel and PowerPoint for example. Examples of issues regarding Excel are:

o Client management and reporting, a Client Manager would increase his performance and capability with the correct use of Excel. Rather than having to compile a report to his Head of Service by pulling together reams of paper, a simple report can be quickly pulled together by an Excel spreadsheet.

o There have been numerous comments by staff that they struggle when receiving an Excel spreadsheet, understanding the makeup of the data and inability to manipulate the data effectively.

o These issues can be remedied via a “Super User”, “Train the Trainer” strategy. This can be supported by arvato training in-house “Super Users” who would be available to staff to assist and give guidance.

• Use of Technology: Computers and smartphones are increasingly offering multiple forms of communication – and it is changing the way we work. Ten years ago, managers only required (in order to work effectively) an office/mobile phone, a desktop PC and possibly a fax machine. Today, not only do we have additional technologies such as smartphones, laptops and tablets, but also each of these needs to be able to carry out multiple functions, with requirements driven by applications such as LinkedIn, Facebook, Twitter and Skype. The current iPad trial needs to have a full and open review conducted to ascertain what technology best suits the needs of the Council for the immediate future.

There are significant benefits to choosing the correct technologies that include cost savings on unwanted products such as Blackberry, Mobiles and Line Rental, as well as productivity improvements and management time, which require financial assessments to be undertaken. A potential opportunity is issuing an iPad and iPhone, using the iPhone capability to become a personal Wi-Fi Hotspot. This means the iPad can be accessed anywhere in the UK or abroad, creating a truly mobile environment.

There are risks however, in that services are often incompatible between vendors, meaning that organisations are often forced to switch their entire communications from one vendor to another to make services work in tandem. Today’s managers expect total interconnectivity of voice, video and data between their laptop, mobile phone and tablet device. Their requirements are being driven by the latest trend or app.


That may be good for vendors, but it presents expensive hazards for users, who risk having to switch communications systems every time there is an important new development. Therefore, the ICT strategy has to be governed effectively. Finally, there are dangers in the adoption of new technologies before the capability is in place to delivering it properly.

• Reprographics Service arvato are offering a new Print and Design Service to CBC, which could be a cost effective alternative to the current purchasing system. Service Heads should consider collaboration to maximise cost efficiencies. Services include such as:

o Brand Identity o Stationary o Corporate literature o Leaflets and flyers o Point of Sale material o Reports o Posters o Exhibition systems o Banners

CURRENT PROJECT PROGRESS - The table below demonstrates the current projects being conducted by Arvato and the percentage completion.

Projects Already Presented to CBC WBR % Complete RAG Status

Car Parks e-payments 5%

Refresh of Gazetteer data in CRM 0%

E-payments (MOTO) payments system replacement 25%

Door access system centralisation 0%

Email / Document archive system 10%

Website redevelopment 20%

Business Continuity 5%

Customer Services ASB conversion 5%

IT Requirements for the re-development of the

Market Hall (New) 10%

iTiger Call Logging system upgrade 0%

Video Conferencing installation 50%

Horizons on-line Booking and Payments (Leisure

Centres) 10%

Agresso paperless invoicing roll out 90%

ICT Security Project Programme (New) 77%

Keystone AMS 61%

Metrix (CHRIS) replacement 10%

Repair Finder 75%

Upgrade of Land charges (TLC) System (New) 100%

Community Forums Web Project 90%

CCTV network amendments 100%

Secure PDA email solution 75%

Rent Restructuring (Migration of Rent Excel

spreadsheets into the Housing Rent System (New) 90%


Rent Restructuring (Migration of Rent Excel

spreadsheets into the Housing Rent System (New) 90%

Stonegate firewall replacement 100%

BACAS (appscrem) 100%

Kirona Mobile Housing 100%

CCM upgrades 100%

Performance Management System 100%

Resource Link Self Service (My View) implementation 100%

Upgrade of the Theatres booking system (New) 100%

Northgate Allocations Policy 100%

Upgrade of Planning Uniform system (New) 100%

Review of corporate VOIP and VMWare

infrastructure (New) 100%

Recording of telephone calls on VOIP system (New) 100%

Car Parks 3G (wireless) ticket machines 100%

Ability of Council Tenants to pay Rents by Direct

Debit (New) 100%

Public Relations Hardware and Software Upgrades

(New) 100% Table 3 – Projects Presented to WBR

New Projects (not yet presented to CBC WBR) % Completed RAG Status

CCC Enquiry System – Equality Monitoring 0%

Chesterfield Art Trail Website 80%

Crematorium Internet Booking System 0%

Microsoft Enterprise Agreement Renewal 100%

Tell us Once 100%

Replacement of GMAS(Grounds Maintenance) System 0%

Rag Definition

Red = 0 to 50% Complete

Amber = 50 to 99% Complete

Green = 100% Complete Table 4 – Projects Not Yet Presented to WBR

ESCALATION PROGRESS - The draft process for ICT projects for Heads of Service to utilise is:

Stage Action Response

1. Log Call into ICT. Help Desk, log fault/issue and severity i.e. operational impact, health and safety etc.

ICT record log and confirm back to user (Incident ticket issued and proposed action/date of resolution)

Dependent upon priority if no response or resolution (to be agreed) 1. Fix within 4 Hours 2. Fix within 12 Hours 3. Fix within 24 Hours

2. Call Head of ICT. Head of ICT to investigate and respond back with action plan or resolution

Within 1 hour initial response then problem specific

3. Call Client Manager Client Manger to be called if no reaction to (2) or unhappy with response

Client Manager to obtain action plan or resolution within 3 hours

4. Escalate to Head of Service If escalation is required to Head of Service, and onwards to the Head of Business Transformation

Head of Business transformation to escalate to Arvato (Peter Schriewersmann) for immediate resolution


Table 5 – Escalation Process Severity of the fault or issue can be defined as:

Severity Classification Definition

1 High Total customer outage or an outage having an impact on a customer’s business, affecting the majority of users or major applications. For example:

• Careline

• Leisure Centre Systems Problem affecting the Chief Executives or Council Leaders Offices:

• Major Enterprise Services going down:

• E-mail

• Internet Access

• Public Facing:

2 Medium Problem affecting a small user group. Alternate bypass may be available, example:

• Degraded performance of any of Service Systems

• Other issues effecting productivity (i.e., Internet Filtering)

• Limited set of users to accessing services critical to their service mission

3 Low Problem that is inconvenient and not critical to customer’s business. Single user affected.

Table 6 – Fault Definition

CONCLUSIONS - It is clear that there is a gap in the relationship between CBC and their ICT partner, in that there is little meaningful dialogue or communication between the service provider and the end users on I.T. issues, which a fault of all parties. This gap is easily and quickly filled by the introduction of strong governance as proposed within this report.

The implementation of a clear strategy which meets the expectations of the Service Heads aligned to strong commercial control, will ensure that new projects will not only be delivered to Time, Cost and Quality, but also deliver projects which meet the overall strategy of the Council. The governance will also ensure that new projects are agreed and signed off in line with strategy, thus putting an end for example to software and systems being procured which are not being implemented successfully (or indeed at all), and they meet operational and cost requirements. RECOMMENDATIONS - The CMT agrees a new Priority Programme as detailed within this report. The CMT agrees the new governance around ICT projects and the relationship with their partners. A full Post Implementation Review (PIR) is conducted following the iPad trial to determine the best commercial and operationally effective solution. REASONS FOR RECOMMENDATIONS - To ensure that the funds committed to ICT are spent in an efficient manner and maximises the benefits and value to CBC. To ensure projects are correctly in line with the overall CBC Strategic Objectives, prioritised and managed to time, quality and budget. To introduce a robust governance around ICT projects and the partnership with Arvato in order to maximise the benefits and value to CBC. To maximise the benefits of the iPad for CBC and reduce ICT overall cost and improve individual performance.


APPENDIX D - RISK ASSESSMENT Risk Likelihood Key Risk Impact Key

Lik

eli

ho

od

Definite

1

Unacceptable risk - immediate control improvements required.

Likely

Possible 2 3, 4

Acceptable Medium Risk - close monitoring and cost effective controls required.

Unlikely 5

Highly Unlikely

Acceptable Low Risk - regular review plus low cost improvements.

Negligible Low Medium High Very High

Impact

Total Risk Score = Likelihood x Impact. Rating: 0-4 Green, 5-9Amber, 10+ Red

PROJECT RISK IDENTIFIED

RIS

K

LIK

EL

IHO

OD

/

RIS

K I

MP

AC

T

ACTIONS UNDERTAKEN TO MITIGATE THE RISK

RE

SID

UA

L R

ISK

LIK

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IHO

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/RIS

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MP

AC

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FURTHER ACTION REQUIRED

RISK LEAD

1- Doing Nothing

Have a robust Strategy

Conduct ICT strategy Review Identify priorities

2 – Poor Communication

Define a strong governance Attend regular service meetings

Ensure regular meetings are scheduled in Raise the visibility of the ICT Roadmap

3 – Limited ICT Resources

Early notification of projects and timelines

Joint strategy Regular meetings Early identification of

Score 1 Highly Unlikely

Score 2 Unlikely

Score 3 Possible

Score 4 Likely

Score 5 Definite

Score 1 Negligible

Score 2 Low

Score 3 Medium

Score 4 High

Score 5 Very High


PROJECT RISK IDENTIFIED

RIS

K

LIK

EL

IHO

OD

/

RIS

K I

MP

AC

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ACTIONS UNDERTAKEN TO MITIGATE THE RISK

RE

SID

UA

L R

ISK

LIK

EL

IHO

OD

/RIS

K I

MP

AC

T

FURTHER ACTION REQUIRED

RISK LEAD

Close liaison between Arvato and CBC

resource shortfalls

4 – Limited CBC Project Management Resource

Early notification of projects and timelines

Joint strategy Regular meetings Early identification of resource shortfalls CBC Project Academy

5 – Reprioritisation

All project reprioritisation to be jointly approved

Joint strategy Regular meetings Strong governance to be implemented

Chesterfield Borough Council ICT Strategy 2012 to …...2012/12/12 · 6.4 ICT skills and staff...

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