draft ict strategy 2016...2. purpose of the strategy the purpose of this document is to articulate...

ICT Strategy 2016 – 2018

collierj

Stamp

1. Introduction ..................................................................................................................... 3

2. Purpose of the Strategy ................................................................................................. 4

3. Context ............................................................................................................................. 5

4. Vision and Core Principles ............................................................................................ 8

5. ICT Strategic Themes and Outcomes 2016-2018 ......................................................... 9

Theme 1 – Core ICT Infrastructure ................................................................................. 10

Theme 2 – Digital Customer Services ............................................................................ 12

Theme 3 – Information Management .............................................................................. 14

Theme 4 – ICT Governance ........................................................................................... 15

Theme 5 – Business Transformation and Information Development ............................. 16

Theme 6 – Partnering ..................................................................................................... 17

Delivering the Strategic Themes ..................................................................................... 19

6. Resourcing the Strategy .............................................................................................. 20

7. Risk ................................................................................................................................. 20

8. Action Plan .................................................................................................................... 21

1. Introduction Following the end of the Lincolnshire 5 District ICT Partnership in March 2015, Boston Borough Council has the need for an autonomous ICT Strategy aligned to the medium term financial strategy. The three year timescale for this ICT Strategy will cover a very uncertain period for local government. Public sector bodies face an incredibly challenging financial position and Boston Borough Council is no exception to this. The financial pressures, along with increasing customer expectations, will have a major influence on the Council’s future plans for service delivery and these pressures will likely extend beyond the three year lifetime of this strategy. As such, this strategy is anchored firmly within the context of austerity measures. However, all Council services increasingly depend upon ICT services in some form. In many cases this will be quite apparent and extend all the way to the customer (self service), whilst in others it will be less so; where the technology plays a supporting role to council officers. What is clear though is that ICT is a key enabler in delivering the business transformation priority of the Council to deliver better Council services with less money. The emphasis in this strategy is therefore focussed on identifying, designing, building and deploying ICT solutions that underpin a mobile workforce; nudging customers towards web services; and providing improved performance across the council. The strategy itself sets out 6 strategic themes for ICT which encompass the strategic architecture and ICT service requirements of the Council along with the business specific projects of the services themselves. Combined together, these form the overall ICT requirements of the Council in supporting the delivery of its strategic priorities.

2. Purpose of the Strategy The purpose of this document is to articulate the vision for technology and to layout the key aspects of the Council’s ICT Strategy for the next 3 years.

The strategy is designed to ensure that the ICT infrastructure in place reflects the needs of the Council’s service areas and in turn to enable the Council to deliver services efficiently and effectively according to the Council’s Strategic Plan. Therefore the ICT Strategy is aligned to the strategic objectives of the Council with technology being used as an enabler of business change to support the Council’s priorities.

3. Context Strategic Drivers The public sector, and in particular local government, has in recent years faced unprecedented challenges to deliver against increased demand for services and rising customer exceptions whilst experiencing the largest reductions in funding for a generation. These challenges are forecast to continue until at least 2018/19 and potentially beyond the end of the decade. These challenges present acute demands and requirements for ICT across the Council, including the delivery of services across organisational boundaries; the changing manner in which customers wish to interact with their council; the pressure to share services and to build common ICT platforms. The real need for ever-increasing efficiency means that the Council must deploy its technical resources effectively. Technology should always be seen as an enabler with which to deliver the strategic priorities and services objectives rather than a goal in itself. The Council’s Strategic Plan promotes a clear view of the Council’s focus and in particular its key priorities. The Plan along with the Medium Term Financial Plan summarises the challenging financial climate that the Council is working in and sets out the service commitments and aspirations for the Borough. The Plan, supported by other key plans and strategies, service plans and individual development provides the integrated policy and financial planning framework to ensure that the Council’s vision and strategic priorities drive the activity and allocation of Council resources. Making the best use of ICT is a key business success factor in the delivery of our Strategic Plan. Effective ICT will support delivery of all our strategic priorities to some extent, and help us to realise the outcomes we seek. Our four strategic corporate priorities are:

• Revitalising & promoting our Town and rural Borough

• Safe & Secure homes and neighbourhoods

• Promoting Greener & Healthier Communities

• Delivering better Council Services to you with less money

Stakeholder Drivers Key drivers from services, partners and public include:

• The need for a more mobile workforce using IT to deliver greater productivity and requiring a suite of technology solutions (mobilisation) to suit the different worker styles

• With an increase in the use of technology at home staff expect to have the right tools for the job and know the capabilities of technology

• Greater demand and rising expectations from the public for personalised web based ‘user journeys’ with improved access to services through multiple channels (Channel Shift) and using a variety of devices

• Increased use of IT to automate, streamline and enable self-service, to support a changing workforce and reduced service delivery costs

• Recognition that not everyone has access to, and confidence in using, technology and that a digital divide has the potential to exacerbate existing social inequalities

• An increase in shared and co-located services allowing more effective service delivery and maximising the value of our property estate

• Increased reliance by service providers on ICT systems availability and for business continuity planning

• Partnership, integration and collaboration with other public sector organisations e.g. the implementation of Universal Credit

Technological Drivers Key drivers from a technology perspective include the need for an efficient range of ICT services and the exploitation of new and emerging technology:

• The growth in off-premise (Cloud) solutions which reduce the need for on-site physical storage and other applications

• Mobile technology developments including tablet devices, the emergence of 4G wireless connectivity and new web based applications

• Consolidate the use of, and leverage maximum benefit from existing platforms and applications

• Rationalise the applications estate as a one Council approach to technology use

• Technology and security roadmaps of the current ICT estate necessitate a programme of continuous upgrades relating to the applications, databases, server infrastructure, network etc

• Reduction of operational delivery costs across the ICT estate

• Employ industry best practise in support of the different technology stacks (e.g. servers, storage, networks, desktops, applications, databases) and ensure compliance with data and information security protocols

4. Vision and Core Principles As already stated in this strategy there are many challenges facing the Council, with financial pressures being foremost and affecting all aspects of its business. Therefore the Council’s vision for its ICT services is to create a modern, flexible ICT organisation that embraces technical innovation and targeted investments; and works alongside service managers to drive up the deployment of up-to-date, reliable ICT products and services that maximise staff efficiency and reduce ICT ownership costs. With the challenges facing the Council and taking into consideration the vision the Council holds for its ICT services the following core principles have been designed to support the business requirements for ICT and are all factors uppermost when considering technology related initiatives. Principle 1 – Fitness for purpose Services should put technology at the core of their service transformation; appropriateness and value for money should be tests for any technology related business case. Principle 2 – Usability Those using ICT systems should have the correct technologies to aid them in their work and an appropriate level of skill to use these effectively. Principle 3 – Digital by Default Designing services to be accessed easily online should be the default position of any procedural/service development or review, or procurement of ICT systems, with targeted promotion to maximise the uptake of our digital services. Principle 4 – Optimise Benefits Existing ICT assets should be reviewed, rationalised and fully exploited to maximise benefits and eliminate waste. Principle 5 – Corporate Approach A corporate approach should be considered where service areas have similar ICT requirements. This will be an essential component in the quest to make services digital by default. Principle 6 – Resilient and Secure As the primary enabler of Council business, ICT systems must be designed to be highly available and secure.

5. ICT Strategic Themes and Outcomes 2016-2018 Given the strategic context and our vision for ICT, the strategy has been organised into 6 strategic themes, providing a spectrum of ICT delivery areas that cut across the Council’s business objectives and help to achieve the priorities in the Strategic Plan, The six principles outlined earlier will be applied throughout these themes.

Theme 1 – Core ICT Infrastructure Why this is important to us The provision of ICT services is vital to delivery of the Council’s services. The quality, reliability and resilience of the core ICT infrastructure will enhance all Council services. In some cases this will be obvious and reach right out to the customer and in others it will be less so where the technology plays a supporting role to service delivery staff. Reliance on ICT has continued to grow in recent years to the point where the Council cannot function efficiently without some essential ICT components for even short periods of time. This essential ICT includes corporate infrastructure such as email, voice and data networks, servers, and also certain personal computers and mobile devices. The provision of such a level of capability requires a stable and dependable technology infrastructure that is maintained and updated on a regular basis. It also requires a high level of resilience and spare capacity to reflect our changing organisational and service demands and future data growth. It is therefore essential that the ICT infrastructure is well managed to ensure our staff are working effectively to meet strategic needs and deliver outcomes. Outcomes we wish to see

• Effective and resilient business continuity and disaster recovery contingency arrangements

• Provision of an effective, robust and resilient infrastructure to support service delivery

• Provision of access to the infrastructure which meets the business needs of our diverse service delivery teams

• A standard infrastructure to provide lean, sustainable services ensuring that the Council remains on relevant and supported software/hardware platforms

• An ICT service that gives confidence to services that the infrastructure will meet their requirements

• Cost effective and efficient ICT services.

We will achieve this by

Implementing an updated disaster recovery capability, including the development of a secondary site, from which production services can be quickly re-established in the event of a local catastrophe, as highlighted during the East Coast Flooding of December 2013.

• Developing and monitoring a ‘review and refresh’ programme for; o core infrastructure; o storage systems o application servers o network devices o desktop refresh programme o desktop applications o operating systems o server room improvements o network security components o other core infrastructure

• Extending the hosted telephony solution across all corporate sites to ensure a robust and resilient system

• Implementing ‘green’ measures where power consumption can be reduced

• Further exploiting the opportunities presented by cloud based services in order to ensure the most cost-effective and secure solutions

• Continuing to develop change management skills within the ICT team to aid resilience and reduce risks, working with other authorities where relevant

Theme 2 – Digital Customer Services Why this is important to us Designing simple to access online services allows the public to engage at low cost with Council services and it is recognised that the potential financial benefits for both the public and the Council are significant. Crucially, in order to access the savings on offer through channel shift the Council must radically look at the ways in which it currently delivers many of its services. Outcomes we wish to see

• Revamped web based services:

o providing access channels that are accessible and inclusive in order to deliver efficiencies

o allowing customers to apply and pay for key services and to gain information about their local area online and via any device (self serve)

• A demonstrable increase in customer take up of on line services and an equivalent reduction in face to face and telephony transactions

• Technology that links front office customer requests to back office service processing systems where transaction volumes will deliver a return on investment

• Automated progress tracking available to our online customers to avoid them having to chase officers for this information

• Sharing of customer information across services, systems and partners avoiding replication of information and duplication of work, supporting a ‘Tell Us Once’ approach across the Council

• Customers are confident that their personal details and information are managed securely and shared responsibly


• Implementing a new online transactional capability with improved functionality and accessibility to information

• Developing and implementing a self-service solution for customer transactions enabling them to interact and transact with the Council through the corporate website ensuring effective integration into back office services – ‘digital by default’

• E-enabling and providing access to high frequency Council forms online

• Developing our social media skills as it continues to grow into a key interface with customers

Theme 3 – Information Management Why this is important to us The Council depends on vast information resources to provide services and the information is our most important asset other than our workforce. Accurate data and good information management is vital to decision making. This theme focuses on improving our Information Management processes and in doing so to establish an exemplar culture of information management and performance management Outcomes we wish to see

• Effective Information Management across all Council functions

• A comprehensive suite of Information Management Policies which are embedded within the culture of the authority

• A secure technology infrastructure which is compliant with HMG Public Sector Network connectivity policy

• The effective and secure exchange of information with our partners We will achieve this by

• Implementing improved information Governance structures, e.g Information Management Group

• Maintaining compliance with annual Public Sector Network accreditation through ICT security improvements

• Revising/developing and implementing of a range of information management policies e.g.

o Retention and disposal o Records management o Government Security Classification Policy

• Reviewing IT processes and arrangements e.g mobile working, physical security, disposal of equipment, to ensure the requirements of data protection are satisfied

• Increasing awareness amongst officers and members along with the delivery of appropriate training for staff

Theme 4 – ICT Governance Why this is important to us The ICT service is critical to the day-to-day functioning of the authority. It supports all other services, and therefore it is vitally important that there is effective management to be a robust reliable service. To ensure this is enacted, the service need strong leadership and direction. This theme tackles the need to focus on using ICT resources effectively and ensuring that all ICT activity meets the business needs and strategic priorities. Outcomes we wish to see

• A responsive ICT service closely engaged with customer facing Council services and customers

• A robust ICT governance framework that successfully manages the development and implementation of key ICT infrastructure, systems and service improvements

• Effective alignment of technology resources with the strategic priorities of Council

• A clear alignment between ICT Service planning and the service plans from other areas

• Effective programme and project management.

• Implementation of ITIL ( IT Infrastructure Library ) best practices We will achieve this by

• Developing the corporate arrangements for the management of ICT Strategy and delivery of key outcomes

• Developing appropriate governance arrangements for ICT investment and development, providing a strong gate keeping role and enforcing compliance to agreed ICT standards and procedures

• Developing appropriate forums and methods of communication to actively engage with services and ICT users

• Improving process for licensing and asset management

Theme 5 – Business Transformation and Information Development Why this is important to us The Council is committed to continually improving. Our approach to ensuring a fit for purpose council is based on modernising & re-designing services, and removing waste & duplication. We are doing this by maximising our assets, generating new sources of income, commissioning and procuring new assets and making greener choices. ICT has a key role in our success. Through the Council’s transformation programme there has been a steady adoption of new ways of working. This has demanded changes to the way ICT services are delivered to staff. These demands will continue to increase as members, staff and partners adopt new and modern approaches to delivering services. This theme of the strategy focuses on ensuring that the delivery of the benefits that come from the investment in technology. Outcomes we wish to see

• A technology-enabled workforce, who are mobile and agile, smart and productive with access to the best tools and information supported in the locations

• A skilled workforce, competent and confident to embrace new technologies and able to support the adoption of new access channels

• Business processes and tools that are customer focussed delivering VFM through reduced costs, duplication and improving delivery speed

• Sharing of customer information across services, systems and partners reducing the replication of information and the duplication of work

• Continuous improvement in the delivery of services


• Developing and implementing a strategy for the implementation and utilisation of mobile and agile working tools ensuring the provision of personal computing facilities to suit all categories of staff and their working locations

• Undertaking a review of our internal information systems to ensure they remain fit for purpose

• Leveraging the Corporate Training Plan to maximise our staff through the provision of appropriate training and technical skills

Theme 6 – Partnering Why this is important to us The Council is committed to working together with suppliers and other Local Authorities and agencies in partnership to deliver better, more cost-effective services to customers. This will involve collaboration with other public sector partners, where mutual benefit can be identified, and also working with suppliers who can provide the necessary additional skills and tools. The ability to work more effectively with our partners across the public, private and voluntary sectors is an essential goal for the Council. At the same time national initiatives and legislation are driving the requirement for integrated information systems and data across the public sector, with the current economic challenges also necessitating more efficient use of property and technology assets. From a technology point of view successful partnership working is underpinned by an ability to transfer seamless, secure and reliable information between partner organisations in order to fully integrate services. Whilst information governance will be key, the technical challenges to deliver integration are not insignificant. Data must remain secure across public and private networks and data centres and systems architecture must be consistent across all partner organisations. Outcomes we wish to see

• Successful partnership and supplier working arrangements and relationships.

• Replication and adoption of best practice across partners benefitting from the access to a wider pool of skills and expertise.

• Procurement of services in joined up and sustainable manner

• Sharing of customer information with partners avoiding replication of information and duplication of work, supporting a ‘Tell Us Once’ approach.

• Efficiencies and service improvements for customers through partnership working.

• Improved availability of collaborative technologies that facilitate partnership working.


• Reviewing and developing our collaborative working arrangements with our key partners, sharing strategy, procurement opportunities and resource sharing.

• Supporting the potential transfer of external agencies into the Municipal Buildings and developing shared ICT facilities for customers

• Developing County Wide opportunities, including Police, Health etc.

• Reviewing the provision of secure and reliable ICT solutions supporting collaborative arrangements, e.g. shared staffing with other authorities

Delivering the Strategic Themes This strategy sets out the direction of ICT at the Council for the next three years. It will be delivered in conjunction with service providers and partners. It will provide opportunities to exploit new technologies and infrastructures and enable delivery of service plans. This strategy will be monitored and steered through the Information Management Group. All Council projects of sufficient scale or consequence will be managed in accordance with the Council’s corporate project management methodology.

6. Resourcing the Strategy The Council has an ICT Reserve along with a Capital programme (£121k) for the replacement of its significant ICT assets. Individual Service areas are responsible for the ICT investment required in their applications. The costs associated with replacing or updating core infrastructure will be met from the Capital Programme and future provision will be kept under review through the Capital Working Group to ensure adequate funds are available to support the ICT Strategy. Should the Council require new or upgraded systems or IT services to support projects, the associated costs will need to be included in the business case for the project.

7. Risk Some of the high level risks associated with the delivery of the strategy are:

• Resourcing constraints associated with having too few ICT and/or business development staff whilst running concurrent programmes of work

• The need for services to be fully engaged in the delivery of the strategy and adhere to the core principles

• Funding constraints due to unrealistic and under developed business cases

• Funding constraints where funds identified through business cases are not made available

• Changes in scope that can have an impact on cost, resourcing and timescales

• Business continuity and disaster recovery vulnerabilities

• Important and urgent organisational business priorities emerging which require ICT resourcing, necessitating the redeployment of ICT staff

• The technical complexity and interdependencies inherent in the deployment of ICT solutions

• Cultural challenges associated with new ways of working, the use of technology, and the desire for customised local solutions

Appendix A

8. Action Plan Theme 1 – Core ICT Infrastructure

Actions we will take: Timescales for Delivery Resources Required

Complete Thin Client roll-out Q1/2016 £5,000 Capital Budget

Upgrade end of life perimeter security appliance (Firewall) Q1/2016 £12,000 Capital Budget

Replace end of life core network infrastructure (Switches) Q1/2016 to Q3/2016 £52,000 Capital Budget

Replace end of life server Q2/2016 £14,000 Capital Budget

Replace corporate storage area network (SAN) Q3/2018 £20,000 Capital Budget

Replace end of life remote access solution (Aruba) Q2/2016 £5,000 Capital Budget

Implement high speed network connectivity to Crem & GMLC sites Q1/2016 Already allocated

Replace telephony solution at remote sites with the corporate cloud Q2/2016 Already allocated

Theme 2 – Digital Customer Services


Update corporate website homepage to simplify access to self service facilities

Q1/2016 No external costs

Redesign online self-service facilities (forms) to increase the number of online service requests

Q1/2016 No external costs above existing budget provision

Appendix A

Theme 3 – Information Management


Consolidate all service areas onto a single document management & collaboration instance (Alfresco)

Q4/2016 No external costs above existing budget provision

Additional actions will be defined by the Information Management Group Q1/2016 through Q4/2018 TBC

Compliance with Public Sector Network Code of Connection Q2/Annual Project None anticipated

Theme 4 – ICT Governance


Implement an asset management system for all IT assets Q3/2016 to Q1/2017 No external costs to IT service

Revised processes for ICT Service Planning Q4/2016 Service Management meetings

Appendix A

Theme 5 - Business Transformation and Information Development


Replacement of Core Management Team computing devices Q1/2016 TBC

Introduction of multi-service collaborative workspace Q1/2016 IT costs funded through project budget

Implement electronic processing of invoicing and payment mechanisms for the Finance Service

Q2/2016 No external costs to IT service

Support the implementation of electronic working for elected members (Modern.Gov)

Q2/2016 No external costs to IT service

Theme 6 - Partnering


Upgrade of Wide Area Network performance reporting system Q2/2016 (ongoing) No external costs above existing budget provision

Provide offsite Disaster Recovery facilities for South Kesteven DC Q1/2016 (ongoing) Time only. No further costs anticipated

Replace end of life wireless network infrastructure Q1/2017 £13,000 Capital Budget

Joint procurement of endpoint security software with SKDC Q1/2016 and annually No external costs above existing budget provision

draft ict strategy 2016...2. purpose of the strategy the purpose of this document is to articulate...

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