ICT Strategy 2013/2014

Andrew Proctor – Head of ICT Services

Introduction

 

West  Midlands  Police’s  strategic  commitments  and  aspirations  (as  per  the  Policing  Crime  Plan)  are  enabled  and  underpinned  by  maximising  the  strategic  and  operational  value  of  ICT.  

Whilst   it   is   recognised   that   technology  has   tremendous  potential,   it   is   vital   that   the  utilisation  of   technology  reflects  the  business  needs  of  the  force.    The  benefit  of  technology  investment  must  be  demonstrated  in  terms  of  a  financial  return,  promoting  cost  avoidance  or  adding  value  by  enabling  a  business  change.  

The  ICT  Strategy  has  therefore  been  developed  to  reflect  the  current  force  priorities  and  challenges  facing  the  organisation,  to  maintain  clarity  of  purpose  and  alignment  of  ICT  to  support  the  force  objectives  and  to  reflect  the  strategy  opportunities  made  possible  by  new  and  enhanced  ICT  capabilities.  

This  strategy  sets  out  how  ICT  will  align  technology  to  the  force’s  strategic  priorities  by  providing  cost  effective,  reliable  and  agile  solutions.  

The  ICT  Strategy  is  focused  on  the  business  requirements  that  technology  will  support  and  provides  a  strategic  framework  for  the  use  of  Information  and  Communications  Technology  (ICT)  at  West  Midlands  Police  over  the  next  twelve  to  eighteen  months.    This  strategic  framework  applies  to  ICT  throughout  the  force  and  impacts  on  all  departments  and  services.  The  ICT  Strategic  Board  will  ensure  that  senior  stakeholders  have  the  opportunity  to  help  shape  this  strategy  going  forward,  this  will  set  out  how  ICT  will  be  used  to  meet  business  priorities  within  the  context  of  the  overarching  strategic  framework  of  the  force.  Departments  will  be  involved  in  shaping  their  service  specific  strategies,  which  will   set   out   how   they   will   use   ICT   to   meet   departmental   business   priorities   within   the   context   of   the   key  principles  and  the  overarching  strategic  framework  set  out  in  this  document.    

Current  position  

 

Traditionally  the  ICT  Department  at  West  Midlands  Police  was  configured  to  focus  on  ‘Keeping  the  lights  on’  –  ensuring   that   technology   is   effectively   maintained   and   that,   should   it   fail,   it   is   quickly   restored   back   to  operational   effectiveness.   The   arrival   of   a   new   leadership   team   in   2012   quickly   established   the   need   to  transition  the  ICT  function  from  a  “steady  state”  service  provider  to  a  strategic  partner  –  repositioning  the  ICT  Service  and  the  role  of  technology  as  a  key  enabler  and  not  an  end  in  itself.      

This  represented  a  fundamental  shift   in  the  role  of   ICT  within  the  force  and  ensured  that  the   ICT  Service  was  aligned  with  strategic  priorities  and  engaged  in  planning  for  the  future.  

This  new  direction  was  facilitated  by  setting  out  a  revised  delivery  model  and  structure  for  ICT,  along  with  a  set  of   service   improvement   initiatives   aimed  at   developing   capabilities   to   ensure   that   ICT,   and   the   technology   it  provides,  are  able  to  provide  maximum  benefit  and  added  value  to  West  Midlands  Police.  

The  new   ICT   Services   organisational   structure   came   into   operation   in   February   2013   and   an   ICT   Strategy   for  2013  was  subsequently  developed  by  the  Head  of  ICT  in  April  2013  in  order  to  further  improve  the  capabilities  of  the  department  along  with  significantly  improving  the  services  it  provides  to  the  organisation.      

In  August  2013,  a  Quarterly  Performance  Review  (QPR)  undertaken  on  the  department  concluded  that  the  ICT  Review  and  its  subsequent  implementation  were  on  course  to  satisfy  the  transformational  outcomes  that  had  been  predicated  on  the  departmental  re-­‐structure.    Significant  progress  has  been  made  since  the  beginning  of  2013.  However,  much  more  remains  to  be  done.  

The   challenge  now   facing   the   ICT   function   is   to  build  upon   the   firm   foundations   set   through  earlier  work  by  further  developing  its  role  as  a  strategic  partner  and  by  implementing  a  clear  strategy  for  the  department  that  is  business-­‐focused  and  responsive  to  the  challenges  facing  the  force.  

 

ICT  Strategy  

OrganisaYonal  Requirements  

Industry  Good  PracYce  

Police  &  Crime  Plan  

Vision  and  Values  

The  Vision  for  ICT  

The   vision   of   the   ICT   department   is   to   provide,  manage   and   support   efficient   and   effective   technology   that  underpins  the  force’s  ability  to  meet  its  strategic  aims.  Essentially,  everything  that  ICT  works  on  should,  to  some  degree,   be  helping   the  organisation   to   serve   the   communities   of   the  West  Midlands   and  protect   them   from  harm.    

 

Values  and  Principles  

• Empowering  and  enabling  Police  Officers  and  Police  Staff  will  be  at  the  heart  of  everything  we  do  

• Any  initiative  undertaken  via  the  ICT  Strategy  must  deliver  explicit  and  desirable  business  outcomes  

• The   ICT   Strategy   is   predicated   on   ICT   applying   industry   standards   for   service   delivery   and   technology  where  these  add  business  value  

• Strategic   leadership   by   ICT   and   robust   governance   will   ensure   investment   decisions   take   account   of  corporate  priorities  

• ICT  application  architecture  decisions  will  be  predicated  on  consolidation  to  key  corporate  applications  and  a  core  set  of  line  of  business  applications  

• A   considered   approach   to   resourcing   will   be   employed   –   maintaining   internal   capability   through  knowledge  transfer  and  business  priority  –   focused  training,  alongside  the  use  of  commercial  partners  for   one-­‐off   and   specialist   tasks,   provided   this   offers   clear   value   for   money   and   aligns   with   strategic  priorities.  

Drivers  

Some  of  the  key  drivers  that  have  influenced  and  shaped  the  ICT  Strategy  are  as  follows:  

• Increasing   financial   challenges   facing   the   force  and   the  need   to   reduce  cost,  generate  efficiencies  and  deliver  savings  through  more  innovative  provision  of  services  supported  by  technology  and  technology-­‐enabled  business  change  programmes  

• A  growing  need  for  better  information  sharing  

• Service   specific   developments   which   require   a   strategic   corporate   ICT   framework   that   provides   clear  direction  for  departmental  business  strategies  to  align  with  

• Changes   in  employee  and  customer  expectations  about   the   role  and  use  of   ICT-­‐  a  more   technology  –  aware  user  base  will  drive  channel  shift,  providing  new  opportunities  for  the  promotion  and  provision  of  services.  

• Preparation   for   the   introduction  of  an   IIP.     Large-­‐scale  or  complex  undertakings  such  as  major  system  replacements  or  the  deployment  of  mobile  technology  have  been  discounted,  as  it  is  envisaged  that  the  IIP  will  have  the  capacity  and  experience  to  deliver  transformational  capabilities.  

 Strategic Themes

The  ICT  Strategy  2013/14  has  been  distilled  into  six  distinct  themes  that  interact  strongly  with  each  other.  All  of  the  key  activities  and  objectives  undertaken  within  ICT  throughout  2013/14  fall  into  one  of  these  themes.  The  themes  are  aligned  to  the  Policing  and  Plan  and  the  PCC  strategic  outcomes.  The  following  pages  describe  each  of  these  themes  as  well  as  providing  example  objectives  for  each  one.  The  complete  list  of  ICT  objectives  and  deliverables,  each  

referencing  one  of  the  strategic  themes,  can  be  found  in  appendix  A.  

 “The  provision  of  service  delivery  excellence  through  the  

implementation  of  the  ITIL  framework,  industry  best  practice  and  continuous  service  improvement.  Establishing  the  services  delivered  by  ICT  and  the  values  to  which  we  subscribe”  

SERVICE EXCELLENCE

Customer Charter Creating a Customer Charter that articulates the values of the department and what our customers can expect from us.

Service Catalogue Creating a Service Catalogue including performance metrics, means that ICT are able to advertise the service provided by the department. Customers will be able to access the catalogue and request services as and when required. This will also provide a vehicle for the department to publish the SLAs associated with the services.

ITIL Best Practice

Building on the ITIl foundations that are already in place within the department, refining the Change Management process and introducing Problem Management processes will further improve the control and efficiencies within the Service Delivery department.

Service Level Agreements Defining SLAs for key services will ensure that customers will be fully informed of the level of service expected and required by the force. This will ensure that SLAs are current and meeting the needs of the force.

MODERN & ROBUST TECHNOLOGY

“The  provision  of  modern  ICT  services  via  a  secure,  reliable,  and  highly  available  infrastructure  that  is  fit  for  the  current  and  

future  requirements  of  the  force”  

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“The provision of modern ICT services via a secure, reliable, and

highly available technology infrastructure that is fit for the

current and future requirements of the force”!

WebOASIS

MODERN & ROBUST TECHNOLOGY

Windows 7

Resilient Infrastructure

IP Telephony

Agile Working

Windows 7  

Providing a new modern, fast and secure Windows 7 desktop that provides users with the tools they need, wherever they need them. Via Windows 7, users’ applications and files will follow them from machine to machine greatly increasing workforce agility Building the foundations required deliver access to other new technologies, such as: instant messaging, video conferencing and document sharing.

Resilience  

Making key technology hugely more resilient will ensure that staff and officers have access to the systems they need at all times. Significantly increasing the availability of IT Systems and also introducing disaster recovery capabilities that will ensure that critical and important technology will continue to operate in adverse conditions (e.g. loss of a data centre, natural disasters)

Telephony  

Introducing modern new IP based Telephony for the Force will enable hot-desking via 'follow me phones' which means the workforce can be much more agile. It also enables improved service to Force Contact and offers better value for money through the removal of costly, legacy telephone lines.

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INFORMATION & COLLABORATION

“Improved  information  management  capabilities  and  technology  tools  to  facilitate  collaboration  and  improved  communication  between  staff  within  the  organisation  and  

potential  partner  agencies”  

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“Improved information management capabilities and technology tools to facilitate collaboration and improved

communication between staff within the organisation and potential partner agencies”!

WebOASIS

INFORMATION & COLLABORATION

Instant Messaging

Electronic File Storage

Document Sharing

Police National Database

Collaboration Tools  

The deployment of powerful new technology tools that empower users to communicate and collaborate with each other in modern ways such as Desk to Desk Video Conferencing, Instant Messaging, Document Sharing, Web Conferencing and Interactive Desktop Whiteboarding.

Paper Lite  

The introduction of electronic storage for current paper-based files. This will significantly reduce the requirement for physical file storage across the Force’s estate and lay the foundations for improved file management and governance.

PND  

The development of automatic data loads from Force systems into the Police National Database. This will significantly increase our contribution to regional and national intelligence use.

GOVERNANCE & ENGAGEMENT

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“Implementing improved processes to ensure ICT are better

aligned with business change initiatives and priorities by engaging, informing, and

influencing our customers at an early stage. Ensuring ICT focus on delivering the ‘right things’ rather than trying to deliver everything”!

WebOASIS

GOVERNANCE & ENGAGEMENT

Demand Management

Technical Design Authority

PMO Engagement

Demand Management  

Providing a clear picture of ICT capacity to the force. This will ensure that the transformational change work undertaken by the department will be both realistic and visible to senior stakeholders and will give partner departments a clear route for commissioning work from ICT Services.

“Implementing  improved  processes  to  ensure  ICT  are  better  aligned  with  business  change  initiatives  and  priorities  by  

engaging,  informing,  and  influencing  our  customers  at  an  early  stage.    Ensuring  ICT  focus  on  delivering  the  'right  things'  rather  

than  trying  to  deliver  everything”  

Risk Management  

Introducing a formal risk management process within the ICT department that ensures any technology risks are well documented and managed appropriately via mitigation and/or contingencies.

Technical Design Authority  

The establishment of an effective Technical Design Authority (TDA). The TDA plays a key part in system design and will ensure that technology solutions delivered by projects and programmes are achievable, fit for purpose and sustainable.

INNOVATION & CREATIVITY

“Providing  innovative  and  creative  solutions  to  organisational  problems.  Looking  towards  the  future  capabilities  of  

technology  and  demonstrating  how  they  can  be  used  to  the  benefit  of  the  force.    Providing  advice  and  guidance  on  how  

things  can  be  done  differently”  

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”Providing innovative and creative solutions to organisational

problems. Looking towards the future capabilities of technology and demonstrating how they can

be used to the benefit of the force. Providing advice and guidance on

how things can be done differently”!

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!WebOASIS

Innovation & Creativity

eNotes

WebOASIS

Architecture & Design

eBoards

eNotes  

A customer contact recording and insight application development that builds up a total history of contact with victims and customers - in particular, allowing the force to build a clear picture of repeat callers and any associated vulnerability.

Architecture & Design

Establishing an Architecture and Design function within the ICT department will ensure that we are operating to industry best practice in ensuring organisational change delivers the right technical solutions that are fully aligned with the rest of the organisation (e.g. business processes) This new function will also help ensure the Force ICT department is better positioned ahead of the on-boarding of an IIP.

eBoards

Developed as part of the 5Ci Programme and they will enable contact centers to display a wide range of real-time information to operators and supervisors. This information includes call statistics, news feeds and other information relating to e.g. major incidents.

Self-Service

Staff self-service capability in support of the centralised Shared Service project.

VALUE FOR MONEY

“Acting  in  a  cost  conscious  and  efficient  manner  while  constantly  increasing  the  value  of  services  we  deliver  to  the  organisation.    Obtaining  the  maximum  benefit  from  existing  technologies  as  well  as  third  party  suppliers  via  effective  

supplier  and  contract  management”  

Zero Based Budgeting  

Completing Zero Based Budgeting throughout the department will ensure that ICT are fully prepared for the internal budget review of 2014. The force will have confidence in the ICT department because each service within each team will have been considered in detail, to ensure that the right services are being provided at the right cost.

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“Acting in a cost conscious and efficient manner while constantly

increasing the value of services we deliver to the organisation.

Obtaining the maximum benefit from existing technologies as well

as third party suppliers via effective supplier and contract

management”

WebOASIS

VALUE FOR MONEY

Zero Based Budgeting

Contract Management

Maximising Investment

Team Manager Development

 Transforming the role of the ICT Team Manager from the previous ‘lead technician with some line management responsibility’ role to managers and leaders capable of running functions as a small business. Team Managers will have full responsibility for Contract Management, Resource Planning and Financial Management.

Budget and Contract Management

Ensuring that all IT contracts are managed by the ICT department, providing the Force with a consistent and regulated approach to contract management, which includes formal SLAs and the use of KPIs. Ensuring that suppliers and contracts are properly managed and utilised. Ensuring the force receives value for money from current and future contracts.

The  complete  list  of  ICT  objectives  can  be  found  in  Appendix  A,  which  provides  the  following  details:

1. ICT  Strategic  Theme  

2. Elements  of  the  Police  and  Crime  Plan  supported  by  the  theme  

3. The  overarching  aims  of  the  theme  

4. The  objectives  that  underpin  these  aims  

5. The  workstreams  or  deliverables  required  to  deliver  the  objectives  

6. The  business  outcomes  provided  by  completing  each  workstream  or  deliverable  

7. Indicative  delivery  dates  for  each  workstream  or  deliverable  

 

The  following  page  illustrates  how  each  of  the  ICT  Strategic  Themes  are  broadly  aligned  to  the  Police  and  Crime  Plan  as  follows:  

Further  principles  that  support  the  strategic  themes  and  overarching  ICT  Strategy  are  as  follows:

 Strategic  Leadership  and  Architectural  Coherence    The  ICT  Strategy  proposes  a  new  role  for  ICT  Services  in  driving  technology  investments,  aligning  them  with  the  wider  needs   to   the  Force   to  be  more  efficient  and   joined-­‐up.   In  previous  years,  key   ICT  solution  architecture  decisions   were   historically   made   by   individual   departments   on   a   project-­‐by-­‐project   basis   to   meet   tactical  service-­‐based  business  requirements   that  did  not  align  with  a  coherent   future  end-­‐state   for   the  organisation.  This  has  resulted  in  a  large  number  of  applications  that  exist  in  their  own  silos.  Our  current  application  estate  suffers   from   a   lack   of   integration   and   coherence,   is   hugely   complex   to   support   and  maintain   and   duplicates  functionality  and  data  across  applications.  Our  IT  application  estate  is  therefore  both  expensive  and  ineffective.        The  introduction  of  an  Architecture  and  Design  function,  delivered  as  part  of  the  new  ICT  Strategy,  promotes  a  dual  enabling  and  enforcement  role  for  ICT  Services,  proactively  engaging  with  services  to  understand  business  priorities  and  identify  appropriate  technical  solutions  that  are  affordable,  sustainable  and  can  be  re-­‐used  across  the  wider  Force.  The  new  focus  will  move  away  from  implementing  niche  solutions  that  are  narrow  in  scope  and  complex   to   support,   to   introducing   broad,   common   technical   capabilities   that   can   be   used   in   a   variety   of  scenarios.  This  will  ensure  that  maximum  corporate  value  is  obtained  from  the  force’s  existing  investments  and  ensure  that  ICT  application  architecture  is  consistent,  well  managed,  and  supportable  and  designed  to  be  future  proof.        The  importance  of  Information    Information  is  the  lifeblood  of  most,  if  not  all,  organisations.    Due  to  the  vast  amount  of  data  stored  within  West  Midlands   Police   disparately   in   various   applications,   the   true   value   of   this   data   is   not   likely   to   be   realised.    Equally,   the   vast   range  of   applications   used  within   the   force   –   each  with   their   own  non-­‐standardised   search  facilities-­‐   can  often  prove   to  be  a  barrier   to  effective   information  use.     It   is   accepted   that   the  Force  will   rely  heavily   on   our   IIP   to   introduce   ‘Big   Data’   capabilities   within   the   Force.   This   will   allow   us   to   maximise   the  potential   of   the   information  we   store   and  will   facilitate   a  move   towards  more   predictive   policing.     Another  potential  barrier  to  the  effective  use  of  information  is  the  limited  amount  of  technical  tools  available  to  our  staff  to   facilitate   collaboration.    Providing   the   force  with   the  capabilities,   and  co-­‐author  office  documents  without  having  to  leave  their  desks  will  vastly  improve  the  effectiveness  of  our  employees  and  will  be  delivered  as  part  of  the  ICT  Strategy.      Strong  Foundations    An  effective  and  efficient  technology  infrastructure  is  the  foundation  that  underpins  the  services  we  deliver  to  our  customers.    Modern  enterprises  expect  their  IT  services  to  be  available,  secure,  and  effectively  performing  on  a  24/7  basis.     It   is  the  responsibility  of  ICT  Services  to  deliver  this  requirement.  In  many  respects  the  force  has  made  significant  progress  in  replacing  its  existing  out-­‐dated  and  poorly  performing  infrastructure  over  the  past  twelve  months.    New  infrastructure  is  being  rolled  out  across  the  force  and  will  continue  to  do  so  over  the  next  financial  year.    When  faced  with  the  task  of  replacing  our  out-­‐dated  Windows  XP  based  desktop  estate  to  Windows  7,  ICT  have  re-­‐engineered  our  desktop  build  from  scratch  in  order  to  deliver  a  greatly  improved  end-­‐user  experience  that  is  faster,  more  secure,  more  agile  and  easier  to  manage.    

 An  Enabling  Approach  to  Information  Security    ICT  will  continue  to  consult  and  collaborate  with  the  Information  Management  department  to  ensure  that  both  the  technical  and  behavioural  aspects  of   information  security  are  addressed   in  a  co-­‐ordinated  and  systematic  way  to  reflect  the  changing  needs  of  the  force.  

ICT  will  continue  to  promote  and  support  an  effective  information  risk  assessment  process;  enabling  informed  business   decisions   to   be   made   and   documented   regarding   security   measures   to   balance   the   need   for  confidentiality,   integrity   and   availability   of   information.   The   introduction   of   the   Architecture   and   Design  function  will   also  ensure   that  new   IT   solutions   are   secure  by  design,   rather   than   relying  on   internal   ICT   staff  securing  solutions  post-­‐implementation.      Utilising  ICT  as  a  Tool  to  Reduce  the  Force’s  Environmental  Impact    

ICT  will  play  an   important  role  not  only  as  a  major  consumer  of  energy  and  primary  resources  but  also  as  an  enabler  for  environmental  and  cultural  change.    ICT  facilities  such  as  the  new  IP  telephony  system,  standardised  PC  access  and  investment  in  video-­‐conferencing  and  collaboration  tools  will  enable  more  location-­‐independent  working   (these   initiatives   now   form   part   of   the   NWoW   programme).   The   introduction   of   the   new   ICT  infrastructure  will  see  a  drastic  reduction  in  server  power  usage  due  to  an  aggressive  program  of  consolidating  the   existing   large   and   complex   estate   of   servers   onto   a   standardised,   much   more   efficient   and   resilient  platform.  

Additionally,   ICT   will   work   with   the   Learning   and   Development   department   to   assist   in   the   selection   and  implementation   of   e-­‐learning   facilities   that   will   satisfy   the   findings   of   the   Learning   and   Development  requirements  for  the  NWoW  programme  and  reduce  the  dependence  of  locally  based  training.  

 

The  Art  of  the  Possible    Modern   technology   should   make   things   possible,   not   impose   constraints.     Organisations   should   have   the  flexibility  to  locate  their  personnel  wherever  they  are  needed,  whenever  the  need  arises.    This  can  provide  an  organisation  with  a  wide  range  of  business  benefits;  for  example  –  business  processes  or  teams  can  be  moved  to  new  locations  quickly  and  efficiently  in  the  event  of  disruption  or  as  part  of  a  longer  term  estates  strategy.    Our   current  method   of   delivering   information   and   applications   to   staff   imposes   significant   constraints.     The  increases  in  workforce  agility  and  collaboration  capabilities  delivered  via  the  ICT  Strategy  will  see  some  of  these  constraints  removed.  Innovation  is  often  sourced  from  shared  ideas,  hence  the  ability  for  employees  or  groups  of  employees  to  quickly  and  easily  share  and  discuss  ideas  is  highly  desirable.      Procurement  and  Supplier  Management    The   procurement,   implementation   and   support   of   ICT   solutions   across   the   force   are   areas   of   significant  expenditure.    There  is  great  potential  to  deliver  savings  through  more  proactive  identification  of  opportunities  to   reuse   and  make   better   use   of   existing   ICT   assets.   Strong   leadership   by   ICT   Services  will   ensure   corporate  oversight  and  that  proposals  to  buy  or  develop  new  technology  solutions  are  effectively  challenged.    

Building  on  earlier  work  through  the  ICT  Services  Contract  Management  work-­‐stream,  ICT  Services  will  actively  engage   with   the   Procurement   Department   to   identify,   develop   and   realise   procurement   –   based   efficiency  opportunities.    ICT  Services  will  take  on  a  more  strategic  procurement  and  supplier  management  role,  with  ICT  Services  owning  and  managing  key  relationships  with  suppliers  of  goods  and  services  across  the  ICT  and  telecoms  procurement  category.   This   will   enable   ICT   Services   to   maximise   supplier   relationships   to   gain   greater   insight   into   the  technology  market  place,  ensure  cost  reduction  or  service  transformation  opportunities  are  applied  corporately  and  through  compliance  with  legislation,  mitigate  against  the  rapidly  growing  risk  of  challenge  from  suppliers.    

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Delivery  Framework  

To  effectively  deliver  the  ICT  Strategy,  a  Delivery  Framework  based  on  industry  good  practice  will  be  established  that  incorporates  proper  management  and  governance.  

The  delivery  framework  sets  out  the  way  in  which  the  department  will  achieve  the  following  key  tasks:    

• Delivering  the  ICT  Strategy.  • Monitoring  progress  against  the  ICT  Strategy.  • Develop  the  ICT  Strategy  for  subsequent  years.  

 A   number   of   proven  methods   and   frameworks   will   be   used   to   assist   with   the   delivery   of   the   ICT   Strategy,  including:    Information  Technology  Infrastructure  Framework  (ITIL)    The  ICT  Department  will  move  towards  adopting  the  ITIL  best  practice  delivery  of  IT  Services.  ITIL  is  owned  by  the  Office  of  Government  Commerce  and  is  in  itself  an  evolving  set  of  standards.  The  department  will  adopt  the  model  where   it  makes   sense   to   do   so,  while   recognising   that   this  will   be   gradual   and  will   require   a   regular  review  of  the  benefits  for  doing  so.  This,  more  gradual  approach,  implies  that  the  department  takes  a  “maturity  model”  approach  towards  ITIL,  being  realistic  about  the  pace  by  which  it  moves  toward  full  adoption.    ITIL  will  be  used  in  the  following  ways  during  2013/14:  

• To   improve   engagement   and   service   delivery   as   a   means   of   moving   towards   ITIL   (version   3),   by  restructuring  the  way  the  department  is  organised  to  align  to  better  ITIL  v3  service  provision.    

• To  set  in  place  an  improved  service  support  tool  (e.g.  work  request  system)  to  support  the  ITIL  model.  • To   set   in   place   a   common   set   of   processes   and   support   systems   for   the   ICT   Service   Desk   and   other  

support  teams.    Project  in  Controlled  Environments  (PRINCE2)    Appropriate  elements  of   the  PRINCE2  methodology  will  be  used   to  assist   the  delivery  of  major  work  streams  within   the   ICT  Delivery  Plan.  For  example,   the  Windows  7   rollout  will  be  planned  and  delivered  using  GANTT  charts,   highlight   reports   and   risk   registers.   It   is   anticipated   that   major   Force   Programmes   and   Projects   will  formally  use  the  PRINCE2  methodology  in  its  entirety.      Governance  Structure    The   following   governance   structures  will   be   in   place   to  monitor   progress   against   the   ICT   Strategy   as  well   as  develop  future  objectives:    ICT  Strategy  Board  (quarterly)    Membership:  

• Head  of  ICT  • ICT  Senior  Leadership  Team  • Supplier  and  Relationship  Manager  • Head  of  Business  Change  

 Purpose:  The  ICT  Strategy  Board  meets  on  a  quarterly  basis  to  discuss  progress  regarding  the  implementation  of  the  ICT  Strategy.  The  Supplier  and  Relationship  Manager  will  report  on  any  opportunities  resulting  from  meeting  with  various  technology  suppliers  as  well  as  key  issues  currently  faced  throughout  the  organisation  that  may  benefit  from   these   opportunities.   This   information   can   be   used   to   inform   the   contents   of   future   ICT   Strategies.   The  Head  of  Business  Change  will  ensure  that  current  and  future  ICT  Strategies  are  well  aligned  with  organisational  plans  and  initiatives.    ICT  Tasking  Group  (monthly)    Membership:  

• Head  of  ICT  • ICT  Senior  Leadership  Team  • ICT  Team  Managers  

 Purpose:  The   ICT   Tasking  Group  meets  on   a  monthly   basis   to  discuss   key  departmental  matters   such   as   performance,  priorities  and  risks.  For  the  purposes  of  the  ICT  Strategy,  a  standard  agenda  item  is  to  review  progress  against  the  departmental  delivery  plan  and  take  appropriate  remedial  actions  should  progress  not  be  as  predicted.      Governance  &  Resourcing    The  ICT  strategy  will  be  owned  by  the  Head  of  ICT  Services  and  will  be  validated  by  the  ICT  Strategy  Board  and  delivered   by   the   Head   of   ICT   Services   and   the   ICT   Senior   Leadership   Team.     It   is   recognised   that   there   are  increasing   pressures   being   placed   on   scarce   financial   and   staff   resources.   It   is   therefore   proposed   that   any  significant  programmes  of  work  initiated  as  a  direct  consequence  of  this  strategy  are  fully  scoped,  costed  and  resourced,  and  this  investment  is  considered  alongside  competing  project  proposals.  It  should  be  noted  that  ICT  Services   commit   a   great   deal   of   resource   to   “keeping   the   lights   on”   which   currently   accounts   for   80%   of  departmental  capacity,  leaving  only  20%  available  for  new  initiatives,    project  and  programme  work.      Implementation  Approach    The   ICT   Services   strategy   provides   a   framework   and   direction   of   travel   for   the   use   of   technology   at   West  Midlands  Police.  The  strategy  will  therefore  be  realised  during  the  course  of  the  next  twelve  months,  through  a  number   of   implementation   vehicles   that   support   of   directly   deliver   the   force’s   strategic   and   operational  priorities.  A  detailed  delivery  plan  that  demonstrates  how  the  strategy  will  be   implemented   is   included  as  an  appendix  to  this  strategy.  Progress  against  this  delivery  plan  will  be  reported  directly  to  the  Chief  Information  Officer  throughout  the  year.    

ICT Strategy 2013/2014

ICT Services Civic House

Great Charles Street

Birmingham