ict strategy 2010 - democracy.walthamforest.gov.uk · 1.1 ict strategy 2010 an ict strategy...

Version No: 1.0

Issue Date: 11/02/2010

ICT Strategy

2010

Version: 1.0 Date: 11/02/2010 Author: Max Carter / Graham Bell of 21

VERSION HISTORY

Version Date Issued Brief Summary of Change Author

0.1 10/12/2009 1st Draft Outline Max Carter

0.2 05/01/2010 1st Draft Max Carter

0.3 07/01/2010 2nd

Draft Max Carter

0.4 15/01/2010 Incorporating comments from ICT Management (Graham Bell, Paul Golland and Keith House)

Max Carter

0.5 20/01/2010 Unbolded new comments Max Carter

0.6 27/01/2010 Incorporating comments from ISMB Max Carter

0.7 29/01/2010 Incorporating comments from Graham Bell and William Webber (CS Technology)

Max Carter

0.8 29/01/2010 Versioning and formatting Max Carter

0.9 01/02/2010 Supplier Management Section Added Max Carter

1.0 11/02/2010 Cost information updated following bid review by Graham Bell and William Webber

Max Carter

DOCUMENT LOCATION

Document Location File Name

O:\ICT\ISR 2010 02 11 - ICT Strategy 2010.doc

TABLE OF CONTENTS

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

1.1 ICT STRATEGY 2010................................................................................................. 4 1.2 THE CASE FOR CHANGE ............................................................................................ 5 1.3 OUTLINE COSTS ....................................................................................................... 5 1.4 PROCUREMENT AND THE IMPLEMENTATION PROGRAMME ............................................ 5 1.5 EXISTING CONTRACTS............................................................................................... 5

2 THE STRATEGIC CONTEXT........................................................................................6

2.1 WALTHAM FOREST.................................................................................................... 6 2.2 THE TRANSFORMATION PORTFOLIO ........................................................................... 6 2.3 CLIMATE CHANGE IMPACT ......................................................................................... 7

3 THEME 1 – BUILDING THE INFRASTRUCTURE FOUNDATION................................8

3.1 BACKGROUND........................................................................................................... 8 3.2 FUTURE DATA CENTRE PROVISION ............................................................................ 8 3.3 DATA STORAGE STRATEGY AND REFRESH ................................................................. 8 3.4 SERVER VIRTUALISATION .......................................................................................... 8 3.5 APPLICATION VIRTUALISATION ................................................................................... 8 3.6 FUTURE NETWORK PROVISION .................................................................................. 8 3.7 NOVELL TO MICROSOFT MIGRATION........................................................................... 8 3.8 DISASTER RECOVERY ............................................................................................... 9


4 THEME 2 – IMPROVING THE USER EXPERIENCE ....................................................9

4.1 BACKGROUND........................................................................................................... 9 4.2 SINGLE CONSISTENT LOGIN....................................................................................... 9 4.3 NEW DESKTOP OPERATING SYSTEM .......................................................................... 9 4.4 EFFECTIVE COMMUNICATIONS ................................................................................... 9 4.5 “FOLLOW ME” PRINTING ...........................................................................................10 4.6 MODERN OFFICE SUITE............................................................................................10 4.7 ELECTRONIC DATA AND RECORDS MANAGEMENT (EDRM).........................................10 4.8 EFFECTIVE INTRANET SERVICES ...............................................................................11 4.9 ICT ADOPTION.........................................................................................................11

5 THEME 3 – MAINSTREAMING FLEXIBLE WORKING ..............................................11

5.1 BACKGROUND..........................................................................................................11 5.2 SECURE REMOTE ACCESS........................................................................................12 5.3 DESKTOP VIRTUALISATION .......................................................................................12 5.4 ESTABLISHING WORKER PROFILES ...........................................................................12

6 THEME 4 – ENABLING ONE CONTACT....................................................................13

6.1 BACKGROUND..........................................................................................................13 6.2 EFFECTIVE CUSTOMER RELATIONSHIP MANAGEMENT (CRM) .....................................13 6.3 ONECARD SMARTCARD ............................................................................................14 6.4 RESIDENT PORTAL / ACCOUNT..................................................................................14

7 THEME 5 – STRENGTHENING GOVERNANCE & SUPPLIER MANAGEMENT .......15

7.1 BACKGROUND..........................................................................................................15 7.2 ICT GOVERNANCE ...................................................................................................15 7.3 ICT FINANCIAL MODEL .............................................................................................15 7.4 SUPPLIER MANAGEMENT FRAMEWORK......................................................................15 7.5 MATURE ICT STAFF MODEL......................................................................................17 7.6 CORPORATE V NON-CORPORATE ICT .......................................................................17 7.7 PARTNER ORGANISATIONS .......................................................................................18 7.8 GOVERNMENT CONNECTS SECURE EXTRANET (GCSX) .............................................18

8 OPTIONS APPRAISAL...............................................................................................18

8.1 BACKGROUND..........................................................................................................18 8.2 OPTION 1 - DO NOTHING PLUS .................................................................................18 8.3 OPTION 2 - ONE INFRASTRUCTURE ...........................................................................19

9 REFERENCES............................................................................................................19

10 PROGRAMME PLAN..................................................................................................20


1 EXECUTIVE SUMMARY

1.1 ICT Strategy 2010

An ICT strategy provides the framework for ensuring that systems and supporting technology are deployed to meet an organisation’s business needs now and into the future. This paper describes a new high-level ICT Strategy for the Council, which is set out in five themes which together will facilitate and enable the Council’s Transformation Portfolio:

Building

THE INFRASTRUCTURE FOUNDATION

Strengthening

ICT GOVERNANCE & SUPPLIER MANAGEMENT

Theme 1

Theme 2 Theme 3 Theme 4

Theme 5

Improving

THE USER

EXPERIENCE

Mainstreaming

FLEXIBLE

WORKING

Enabling

ONE

CONTACT

The strategy is aimed at delivering to the Council a set of ICT Systems which support more efficient and flexible working and enable the transformation of working practices and processes, thereby ensuring that these systems support the Council in providing Waltham Forest residents with the best possible service.

The successful delivery of the Council’s business objectives relies on an integrated set of ICT systems, delivered uniformly across the organisation. It is critical that the business is fully engaged in the definition of this strategy and it takes full account of available technology. To this end, the strategy has been developed in consultation with The Transformation Portfolio, Directors, Service Heads and staff, plus other public sector bodies and technology providers.

Central to integrated ICT systems is the move to a more commoditised and standardised set of technology offerings. Non-standard requirements may of course still be required and they will be funnelled to an executive level exception process based on need, cost and operational overheads. This ensures the Council maintains an accurate inventory of such exceptions and the additional costs incurred over the standard baseline.


1.2 The Case for Change

The current ICT infrastructure and systems are end of life and must be renewed to ensure that they provide the best possible support for the Council’s activities. In addition, this change will provide a solid foundation which will support the Council’s Transformation.

These changes will most closely facilitate the Accommodation Strategy in achieving its aims for cost reduction and increased building occupancy. It should also be noted that tangiable accommodation benefits can be realised within the current estate, prior to any new build accommodation coming on stream.

There are also significant business drivers for a new class of ICT provision, these include:

• Quick access to systems from anywhere (office, home, partner sites and elsewhere).

• Closer alignment with the developing Accommodation Strategy.

• Closer partnership working (e.g. with NHS Waltham Forest and other councils).

• Better engagement with the business to validate their ICT requirements.

1.3 Outline Costs

Tenders have been received for the implementation of the new ICT infrastructure, quoted costs indicate that the refresh programme can be funded from within existing ICT budgets over the coming three financial years. The financial details of the contract will be detailed in the Award of Contract paper which will be signed by the Portfolio Holder for Finance & Resources.

1.4 Procurement and the Implementation Programme

The programme for delivery of the ICT Strategy 2010 is already underway; the Cabinet Paper dated January 2010 signposted the initiation of the procurement activity required to start the replacement of the ICT infrastructure. Implementation time scales are indicated in Section 11 but will need to be firmed up as the procurement process develops.

1.5 Existing Contracts

The Council has major existing ICT contracts with BT, Dell and Logica, all of which are currently being reviewed. Significant steps have been made in understanding and quantifying where the service provision has fallen short of the levels agreed in the various contracts. This has been formally raised with suppliers and discussions are in progress to reshape or cease contracts to enable costs to be reduced whilst transitioning services to an effective alternative provision.


2 THE STRATEGIC CONTEXT

2.1 Waltham Forest

Waltham Forest possesses a dynamic, culturally diverse and growing community. To this end, the Council is committed to creating a prosperous and stable community, by harnessing the wealth of opportunities that come from being part of a fast-changing capital city.

New housing, a £250m investment in schools, a rapidly-changing population, the 2012 Olympic and Paralympic Games and the £4bn Stratford City development – all of this exciting investment, in or near Waltham Forest, needs to benefit local people and businesses.

Our ambition is to make the most of London’s opportunities and growing prosperity for all our residents now and in the future. In practice this will mean many more of our residents in well-paid jobs and decent homes, all our children achieving their full potential free from the limiting effects of poverty, and a revitalised public realm including thriving town centres, parks and open spaces. Together with our partners, we are working towards a better future for Waltham Forest; one where people choose to live and work.

2.2 The Transformation Portfolio

The new Transformation Portfolio aims to lead us toward 2012 and beyond, making the services we provide to our customers as good as they can possibly be and, together with our partners, improving outcomes for all our residents including the most vulnerable. The constituent programmes of the Transformation Portfolio are:

• One Organisation - this will help us develop a Council that provides strategic leadership and value for money, integrates service delivery with its partners, and is able to deal with the dynamic environment of the modern world. Significant work will be done with partners (such as NHS Waltham Forest and other LSP partners) to deliver integrated approaches to health, social care and other key priorities of our Sustainable Community Strategy.

• One Team Culture - this will support staff and elected Members in working in the best way to meet the needs of our changing community. The programme will improve our services by making sure that consistent values, behaviours and processes apply across the organisation. This will mean that staff are able to procure, manage and deliver excellent services to customers in new and innovative ways. The programme will include the delivery of a change management strategy that will help develop more effective and more efficient ways of working.

• One Contact – this will help residents, businesses and visitors to access the services they need in a way that is convenient for them and add value for money for the Council. The programme will consist of internal elements such as providing multiple access channels, reviewing the front end of services such as Housing, Land Searches, Registrars, Building Control etc., and profiling customers to further understand current and future needs.

• One Infrastructure - this will ensure that the Council is equipped with the right buildings and equipment to enable staff to provide an excellent service to the residents, businesses and visitors in Waltham Forest. The replacement of the ICT infrastructure is within the scope of this programme.

• Best Provider - The best provider programme will determine which organisation or group is best placed to provide the Council’s services. The Council will only directly


deliver services where it can add value but will enable others to provide those services that they can do as well or better than the Council. The programme will consist of a number of key approaches, including market testing, outsourcing, a business partner model and will consider a strategic partner approach for a range of the Council’s services.

The diagram below outlines how the 5 Themes of the strategy overlap with the Transformation Programmes:

2.3 Climate Change Impact

A number of positive steps to reduce Climate Change Impact have already been taken by the Council. These include deployment of lower power mobile devices (e.g. Blackberries and laptops), rolling out the next generation of energy efficient desktops/laptops, reducing the printer estate by two thirds. Remote hibernation of desktops has also been implemented and is already saving an estimated 1,472 kilowatt/hours (1.5 tons of CO2) per annum.

This strategy will drive further improvements; the outsourcing of the data centres will reduce the Council’s energy consumption by 30%, equivalent to 433,333 Kilowatt/hours (453 tons of CO2) and £39,000 per annum. In the new third party data centre server virtualisation will reduce the number of servers by up to 80%, these new servers will also be more power efficient and will further reduce power consumption. The deployment of virtual desktop infrastructure will reduce power consumption at the desktop from 100 watts plus to a few tens of watts. The provision of effective remote working facilities will enable greater home working with a commensurate decrease in CO2 emissions through travel.

As the strategy is implemented these savings will be further defined and we will aim to monitor the actual impact as the program progresses.


3 THEME 1 – BUILDING THE INFRASTRUCTURE FOUNDATION

3.1 Background

To enable a sea change in ICT provision, a modern and stable infrastructure base needs to be established. This foundation ensures that the other building blocks of the ICT Strategy can be effectively implemented. As well as enabling further work this foundation needs to be scalable with reduced operation overhead and inherent automation. It should also be flexible enough to support future organisational changes, for example, out and in sourcing of services, as well as full scale integration with other organisations and the efficient introduction and disposal of buildings.

3.2 Future Data Centre Provision

The current data centre server rooms are located across a number of Council buildings; these rooms are generally of poor quality, are in need of refurbishment and represent an operational risk. To improve this situation and mitigate this risk we need to separate the ICT infrastructure and the Council’s accommodation, using an outsourced “collocation” facility to host the ICT equipment in a secure and robust facility. This also ensures that the Accommodation Strategy is not limited by where we house internal data centres.

3.3 Data Storage Strategy and Refresh

Work is currently underway to fully understand our existing data storage capacity together with predicted growth rates over the coming years. The data storage refresh will provide fit for purpose yet simple storage provision appropriate for an organisation of our size. More governance over how storage is used will be introduced so that storage costs are effectively managed and predictable.

3.4 Server Virtualisation

With the introduction of virtualisation, applications need no longer be tied to a particular server. This increases availability, resilience and disaster recovery capability as well as reducing the number of servers, power consumption and management effort.

3.5 Application Virtualisation

With the introduction of virtualisation, applications need no longer be tied to a particular server or desktop, there will be a prioritised programme of virtualising applications so that key operational applications are deployable in this way. This will cover both standard desktop applications (e.g. Word, Excel etc.) and specific “line of business” applications (e.g. iWorld, Academy, etc.).

3.6 Future Network Provision

Our existing contract for network services comes to an end in the summer of 2011. Market analysis has been carried out so that we can understand the best and most cost effective level of network provision we will need into the future. The next generation provision will need to align with our reduced accommodation requirements and support the mainstreaming of flexible working.

3.7 Novell to Microsoft Migration

Central to the infrastructure refresh is the migration from Novell to Microsoft, this includes moving the central directory services from eDirectory to Active Directory, this will provide much faster and consistent log on times, as well as integrating with our existing systems and


facilitating future work to move towards a single sign on for all applications. This change will provide us with a more effective way of managing security and privileges, ensuring the right staff have access to the right systems and data at the right times. Active Directory will also enable us to streamline starters, movers and leavers processes as we will be able to link ICT user records with SAP HR data.

3.8 Disaster Recovery

Whilst server virtualisation plays a significant role in providing a disaster recovery solution, the appropriate tools and configuration are key to providing a service that meets the businesses needs.

Every organisation aspires to instant disaster recovery of systems and data, however, the reality is that this is not cost effective when compared to the risk of the eventuality.

The intention is, through the delivered infrastructure, to provide data recovery in minutes and systems recovery in hours. Effectively, this means that if there is a requirement to retrieve a deleted file, the ICT technician should be able to do this within minutes of the call being accepted. Additionally, if a virtualised application fails, it is expected that another virtualised “instance” can be set up within time scales set out in the agreed Business Continuity Plan (BCP).

However, the key capability that the new infrastructure will deliver is the ability for staff to work flexibly from different sites and at home should their usual place of work be inaccessible. This is another benefit of separating the central ICT infrastructure from accommodation.

4 THEME 2 – IMPROVING THE USER EXPERIENCE

4.1 Background

Although the ICT infrastructure underpins the wider ICT provision, it is what staff and members see in front of them and use everyday that is important to them. Improving the user experience means delivering the right desktop experience to enable staff and members to work effectively and efficiently. They need to get into systems quickly, find what they need and use the tools provided easily to produce the required results.

4.2 Single Consistent Login

Evidence from ICT Surgeries and other sources have indicated that log in times are too slow and there are too many passwords for the various systems that staff access. The new infrastructure will greatly streamline the log in process, so that it provides an acceptable and consistent experience, particularly reducing the number of different passwords in use.

4.3 New Desktop Operating System

All desktops will be upgraded to Windows 7, providing a modern efficient working environment, which allows ease of remote access and will work seamlessly with the technologies deployed across the organisation.

4.4 Effective Communications

The Council’s existing email system is not currently meeting the needs of our workforce, therefore the decision has been made to move to a Microsoft Outlook / Exchange environment. It is clear that there is an overwhelming desire from staff and members alike to move to Microsoft, as well as meeting this need, benefits will also accrue from the ease of integration with other systems and compatibility with partner organisations.


In addition to email, the new infrastructure will enable the deployment of Microsoft Office Communications Server (OCS) which integrates email and telephony with other features like video conferencing and instant messaging. Some of the advantages include being able to call a colleague from the desktop (i.e. not needing to know their office number or Council mobile) whilst also having an indication of whether they are available to speak or are otherwise engaged (known as “presence”). These technologies can also be used between organisations with the same capability so there may be opportunities to utilise with partners.

Part of this package is the telephony provision, both land line and mobile. The existing IP Telephony has brought cost savings but is not easy to use. Voicemail needs to be more intuitive to ensure it is used consistently and the technology has not been exploited effectively, e.g. internal voice conferencing is not used. The full integration on network, telephone and data will be part of the renewal of network and telephony contract due in July 2011.

Current mobile provision provides good value following an e-auction based procurement in early 2009. However, the needs of the organisation are evolving and our mobile provision needs to keep pace. Quality of coverage in the borough could be improved and we will shortly start discussions with the vendor on this and more innovative tariffs. Also, as the iPhone and other smartphone devices improve their business applicability, we will pilot these devices and review the position of the Blackberry as the Council’s smartphone of choice.

4.5 “Follow Me” Printing

The Council has a Managed Print Service (MPS) that delivers corporate printing, scanning and photocopying services to about 60% of the estate. We now need a more sophisticated “Follow Me” printing facility that reduces waste by only printing if the originator presents their OneCard smartcard to the device (i.e. all non-printed jobs are deleted at the end of the day).

We also need to consider how we can best deliver the most cost effective printing for smaller sites not on the MPS. For Home Workers, if there is a requirement to print, we will investigate the viability of a printing allowance, enabling individuals to purchase and maintain their own choice of printing device.

4.6 Modern Office Suite

The PC estate is now largely operating on outdated office software which is now all but unsupported. It is imperative that we are able to provide a modern office suite that works well, can integrate with other systems and will ensure that new starters can hit the ground running. We are also more reliant on collaboration with partners and suppliers who are generally using more recent versions of the office software, ensuring compatibility with these partners is essential to allow effective cooperation.

The latest version of the Microsoft Office Suite will be rolled out to all Council desktops. In addition, dependant on the licensing options decided chosen by the Council we may also be able to deploy the Home Use Program, which allows users to obtain a copy of Office for their own use for the cost of the media and delivery (c£20).

4.7 Electronic Data and Records Management (EDRM)

The delivery of an effective EDRM solution can help deliver the Accommodation Strategy and will support more effective storage, archiving and recovery of documents and information.

The new infrastructure can provide the platform for delivering an EDRM solution that can support improved business processes and work flow. However, there needs to be detailed


definition of the business requirements before such a large scale, organisation wide project can move forward.

4.8 Effective Intranet Services

The existing intranet (ForestNet), is no longer fit for purpose, content is static and does not engage, whilst the presentation does little to enhance the experience.

A review was carried out last summer by Precedent providing clear feedback that our users want an intranet that is personalised in terms of relevant content, aids collaboration within the organisation and is also provides a more enjoyable overall experience. We also need to learn from what works well in other local authorities.

Quick wins are being developed to implement improved staff directory search functionality, improved navigation, page author/date details and access via the internet. However, a Microsoft platform, perhaps utilising SharePoint provides options for delivering a far more integrated and personalised intranet experience.

4.9 ICT Adoption

With the implementation of a new set of ICT systems the correct user support and training is essential to achieving a satisfactory outcome and maximising the realisation of benefits. The Phase 1 Implementation of the Way We Work, involving c50 staff from Children & Young People, will be a critical test bed for defining the best approach to the roll out the ICT Systems and the change of working practices required to realise the benefits of the One Infrastructure Program.

A detailed roll out program for the new systems, ideally synchronised with the One Infrastructure working practice and accommodation changes, will be developed in conjunction with the delivery partner, the One Infrastructure team and the business users.

It is the role of ICT to ensure that everything is done to support users in their use of systems by communicating more effectively and providing easy to use systems. To support this, there will be a comprehensive ICT communications plan to ensure that the appropriate guidance and hints and tips on technology are accessible to staff. This process has started with the introduction of regular ICT Surgeries and will continue as new systems are implemented and improvements are made to the ICT user support.

The right supporting policies also need to be in place and communicated effectively to ensure that staff are clear on their responsibilities in terms of using Council ICT equipment and the handling of sensitive data. The ICT Acceptable Use Policy and Information Security and Management Policies will be kept under regular review to ensure they continue to inform and support staff.

5 THEME 3 – MAINSTREAMING FLEXIBLE WORKING

5.1 Background

It is clear that the existing systems which support flexible working are cumbersome and difficult to use. They also do not provide sufficient speed and ease of access to allow remote working to be used widely across the Council. The mainstreaming of flexible working requires the deployment of a number of new technologies to allow users to access the council systems remotely with the same ease of access they have in the council office.

The cost of providing remote access needs to be reduced and simplified. Currently it can cost up to £1200 per user and Council broadband and PC/laptop need to be in place to allow connection. Within budgetary, legislative and security limits we will aim to provide remote


access as a corporate service, enabling all appropriate users to work flexibly by default, using either their own or Council equipment.

5.2 Secure Remote Access

The Secure Remote Access (SRA) will provide a robust, secure, simple and scalable solution to enable remote working to become a mainstream activity. The project will provide the secure tunnel between trusted and untrusted fixed and mobile devices and the Council’s network. Two factor authentication will ensure that access to systems is controlled by “something you know” – your password and “something you have” – a PIN number texted to your mobile phone.

5.3 Desktop Virtualisation

The provision of virtualised applications and desktops, combined with simple and efficient remote access will allow users to work flexibly in both time and location. This will support the Council’s goal of providing its staff with a flexible working environment (with an average occupancy of 160%) where users are not tied to a particular desk. Staff should also be able to work flexibly from any location and accessing the Councils systems remotely should be as convenient as access in the office. Where laptop devices are used, to ensure the protection of Council data, they will be fully encrypted and USB ports protected from unknown storage devices.

5.4 Establishing Worker Profiles

To mainstream flexible working, the third component (with SRA and desktop virtualisation) is to map the user community onto the following worker profiles to establish the level of technology provision that is required across the Council:

HOME WORKER

ROAMING WORKER

FLEXIBLE WORKER

FIXED WORKER

Device

Laptop / Docking Station

Thin Client Device

PC

Home PC Equipment

Laptop

Tablet

Hand Held Device

Home PC Equipment

PC

Thin Client Device

Home PC Equipment

PC

Thin Client Device

Connectivity (away from the office)

Council Broadband

Home Broadband / WiFi

Council 3G Card




Telephony Soft Phone

IP Telephone

Mobile Phone

Soft Phone

Mobile Phone

Blackberry / Smart Phone

IP Telephone IP Telephone


HOME WORKER

ROAMING WORKER

FLEXIBLE WORKER

FIXED WORKER

Printing & Scanning

Printer Allowance

Consumables on expenses

Via “Follow Me” Managed Print

Service

Printer Allowance

Consumables on expenses


Service


Service


Service

Support

Via Customer Support Desk

(return to base for equipment, remote

for software)


(return to base)



The table is intended to act as a tool to facilitate flexible working, it is to be used as a guide and it is accepted that there may be a few exceptions to the rule. The purpose of the table is to help access the requirements of temporary and permanent staff, therefore, partners and suppliers are not within scope of these worker profiles.

6 THEME 4 – ENABLING ONE CONTACT

6.1 Background

The One Contact programme will help residents of, businesses and visitors to Waltham Forest access the services they need in a way that is convenient for them and add value for money for the Council. The programme consists of internal elements such as providing multiple access channels, reviewing the front end of services and profiling customers to further understand current and future needs. The main benefits are likely to come from a joint project with Havering, Barking & Dagenham and Newham to develop options, a business case and a plan to transform customer services. However, there are significant elements that ICT will facilitate.

6.2 Effective Customer Relationship Management (CRM)

It is clear that our existing CRM system is not fit for purpose; we now need to establish the organisational requirements for what replaces it. These requirements need to be driven by Customer Services but to give an overview, we need a system that:

• Integrates effectively with other systems that hold resident data (e.g. Academy for Council Tax and iWorld for Housing);

• Provides online access for our residents to log service requests and track their progress through to resolution (effectively satisfying the Council’s e-Forms requirements and reducing NI14 – Avoidable Contact);

• Enables the internal workflows required to fulfil service requests;

• Fits seamlessly with the existing and future design and structure of the Council’s website;


• Considers and, if possible, aligns with the technology strategies of the other Boroughs in the joint project;

• Starts to facilitate the ultimate journey towards a Resident Portal / Account.

6.3 OneCard Smartcard

The Oystercard is still ubiquitous in London, and DfT are imposing a smartcard for concessionary travel across the rest of the country, the 2012 games add another impetus for having a London wide solution within the next couple of years.

The London Card Project Board is leading the way in outlining a vision for London, common standards and further work on business cases and web services. So far, the Council have rolled out:

• 15,000 resident cards for Rent, Council Tax and other payments (e.g. Market Traders);

• 2,000 staff cards for staff ID and building access;

• 3,000 cards for pupils and staff at the following BSF schools, Frederick Bremer, Kelmscott and Walthamstow School for Girls.

The next planned deployments, based on Business Case feasibility are likely to be:

• Council Access Management – wider deployment of the networked access management system in place at Juniper House and Sycamore House (to the Town Hall and Silver Birch House);

• ICT Systems Access – the staff OneCard will play a central role in access to ICT systems, initially “Follow Me” printing but potentially access to other devices (e.g. thin client devices, laptops and PCs);

• Schools - There has been interest from a number of other secondary schools (e.g. Holy Family) and also primary schools, plus there is an opportunity to explore the feasibility of combining Oystercard ZIP functionality onto the OneCard for secondary schools;

• Libraries – to replace the existing library card plus an e-purse for small payments on fines and rentals. It could also be used for booking public access computers.

6.4 Resident Portal / Account

The intention is to ensure that business systems with resident data become integrated or at least linked through master data management, CRM and the OneCard. The resident or business account will be the reference that applies across the different systems. The customer could then be given access to the information that the Council holds about them by online, voice or face-to-face channels. Permission to access different systems will be restricted in two ways:

• By the resident or business having to give consent for the Council to access data;

• By the Council only accessing data where a valid business reason, in line with existing legislation.

This account has the potential to unlock access to many services for our residents and businesses and to encourage greater use of self service channels thereby reducing cost whilst improving access. It is not exclusively for online, but can be used to control access to voice services by consent and face to face by visual authentication.


7 THEME 5 – STRENGTHENING GOVERNANCE & SUPPLIER MANAGEMENT

7.1 Background

ICT infrastructure is clearly the foundation for the new ICT provision, however, equally important is the strengthening of ICT governance and supplier management required to protect all that is built upon the foundation. It is paramount that best practice is adopted in these areas to ensure change management is effectively deployed together with the other key ITIL processes.

7.2 ICT Governance

There is a need to improve ICT Governance and ensure that there is business input into major ICT decisions. It is critical that an appropriately senior and representative body is responsible for ICT Governance; this should be business-led and fully represent the main components of the Council. The terms of reference for this body would include:

• To approve/reject significant change proposals;

• To approve proposals/recommendations to Cabinet;

• To approve ICT policies;

• To communicate criteria for approval of changes;

• To set investment priorities for ICT;

• To assess whether propositions are corporate or directorate specific;

• To take an overall view of the portfolio of change projects and ensure they are aligned with the Councils strategic goals.

• To facilitate an exception process for business requests outside of the ICT service delivery (ensure all exceptions are recorded, valid and business driven as they will increase the ‘uncontrollable’ operational overhead.)

7.3 ICT Financial Model

For ICT to effectively manage organisational spend on technology, budgets need to coordinated and controlled centrally. We need to work with Directorates to ensure that they do not buy their own ICT equipment outside of the corporate provision; this can be managed through tighter controls on our Procurement Catalogue.

We also need to reconsider how charging works for services over and above the standard ICT provision, the time and effort spent re-charging for services is significant and their are simpler models that could be applied and discussions with Finance and the Directorates are underway.

7.4 Supplier Management Framework

The development of a supplier management framework is a critical step to the successful long-term negotiation and procurement of service on behalf of the Council, and its residents. The frame work needs to comprise of a strategic element, a clearly defined process, and a predetermined timetable that will trigger supplier management events and interactions. This will be required to ensure the Council achieves the best value from the supplier relationship. The framework will also help:

• Achieve predictable costs

• Build-in flexible and balanced sourcing (change management etc.)


• Understand the whole contract life-cycle cost and predefined exit strategy

• Seek continuous supplier management service improvements

• Ensure new contracts are sympathetic with the needs of the Accommodation Strategy

• Structure contracts to facilitate scaling up and scaling down as appropriate

The Council should consider obtaining visibility into the market and contract pricing using an external professional negotiation service. This enables the Council to be confident it is not paying above the market rate for a given service. It is also beneficial to partner with suppliers to build long-term strategic relationships that are mutually beneficial to both parties. Best practice recommends using a flexible and balanced sourcing model that takes into account and provisions for future service change requirements. Decision criteria should be developed for taking advantage of market offerings and an assessment to evaluate whether a service should be managed internally by the ICT team or a third party, thus providing the Council with the best fit.

ICT need to establish a set of clearly defined processes that can be interleaved with the requirements of the Central Procurement and Legal teams and also ensure that only trained and approved staff can negotiate with external suppliers when relating to fiscal matters. A time table of automatic events should be established with each supplier to ensure that account due-diligence is being correctly performed and an audit trail produced. This relates to performance management, additions, removals, claims and supplier driven service improvements.


7.5 Mature ICT Staff Model

The organisation maturity model below depicts the ICT organisation to be generically operating at stage 2. The organisation maturity is required to close the gap between stage 2 and stage 5 in order to provide maximum benefit to the business and its residents.

The ICT organisation has been down sized in recent years to a level that is well below the critical mass required to reach stages 3-5. The team is operating in a reactive fire-fighting mode with an extremely high workload, and given their current resources, are providing a sterling effort. However, informal bench marking across other London Borough’s suggest the ICT team is in the bottom of the fourth quartile, approximately 50% staffing of comparable organisations.

As the procurement process is completed and we move into the planning phase the activity required to move towards the top of this scale will be an integral part of the project. Concurrently, the staffing levels will be assessed in the light of the specifics of the proposed solution and appropriate staffing plans and skills development will be developed.

7.6 Corporate v Non-Corporate ICT

There are a significant number of areas of the Council where the extent of corporate ICT responsibilities are unclear and historically there has been a tendency for ICT services to be procured separately in some areas. It is common in these circumstances that, once procured separately, the independent ICT falls into disrepair and then slides back into the Corporate ICT function. This generally happens in an uncontrolled way, with no transfer of


budget, a period of poor service and the addition of workload to an already under funded and heavily-loaded support team.

We need to agree a definitive list of each of the bodies that are linked to the Council but are not formally covered by Corporate ICT support and recommend how these organisations are best supported going forward, so that every part of the Council and its linked organisations receive an appropriate level of support.

7.7 Partner Organisations

There are a number of external organisations which work closely with the Council including contractors (e.g. Kier and Verdant), through to organisations which could potentially be fully integrated with the Council (e.g. NHS Waltham Forest). The One Organisation Programme is establishing the level of integration with NHS Waltham Forest and ICT will be part of and support this activity. More broadly, a full list of partner organisations will be developed and specific action plans around each one will be developed. ICT should provide levels of support and integration which are appropriate for each partner and allow them to work with the Council in the most efficient way possible.

7.8 Government Connects Secure Extranet (GCSx)

As part of the Council’s need to conduct business with Central Government, staff need to access systems via secure Central Government networks. Through a nationwide programme called ‘Government Connects’ (GC), the Council is required to conform to a set of security standards to continue to use these systems.

GCSx is the secure private Wide-Area Network (WAN), which enables these secure interactions between connected local authorities and other public organisations, as well as DWP, there is likely to be requirements to connect to DCSF and HMRC and also NHS, Police and Criminal Justice organisations.

Although many of the requirements are consummate with security best practice, there is a continued need for our ICT provision to meet current and future GCSx Code of Compliance. We need to be ready for version 4.1 of the GCSx Code of Compliance which will require us to meet standards that were previously optional. Procurement process for the new ICT infrastructure will ensure that compliance with GCSx is a base requirement.

8 OPTIONS APPRAISAL

8.1 Background

The Council’s ICT core infrastructure has reached the end of its economic life, which positions the Council for a broad ICT refresh and an opportunity to integrate and realign the ICT core infrastructure with the specific Accommodation Strategy and business needs. The two options below demonstrate the benefits of making a strategic spend vs. continuing with the existing non-strategic strategy. It should be noted there is not a ‘Do-nothing’ option available to the Council, given the state of the current ICT. Operating within this space will significantly increase the Council’s risk profile to an unprecedented and unsustainable level resulting in business outages.

8.2 Option 1 - Do Nothing Plus

This option updates the Novell environment to the latest standard and remains on GroupWise for the Council’s Email service. Thick desktop will continue to be deployed with applications installed locally. The data centres receive some cooling efficiencies that reduces risk, adds limited additional capacity for ICT, but will not support high density computers used


for efficient server and desktop virtualisation in the future. The resultant data centre’s will have significantly less resilience than collocation data centres and will lack such aspects as full UPS service, backup generator and a fire suppression system. Internal data centres are very capital intensive and provide only limited support for the Way We Work and the Accommodation Strategy flexibility.

8.3 Option 2 - One Infrastructure

This option offers dual high quality and geographically separated collocation data centres which provide an intrinsic level of business continuity and resilience. Novell migrates to industry standard Microsoft environment. Microsoft Outlook/Exchange provides the Councils Email service which will operate 24 x 7 without the need to shut down for maintenance. High density computing will be deployed within the collocation data centres providing virtualised servers reducing their physical and carbon foot print whilst increasing their utilisation to 80%. Desktops will be virtualised from the data centres similar to the servers providing consistent and seamless access from office, home, roaming and partner sites, in full support of the Way We Work initiative. The relationship between users and desks, applications and servers, and user buildings and the ICT core infrastructure will be decoupled providing a high level of flexibility to meet the evolving needs of the business and Accommodation Strategy.

9 REFERENCES

The following documents have been referenced in this strategy:

• ICT Acceptable Use Policy (AUP) dated 1 October 2008

• Information Management Policy and Strategy dated 15 June 2006

• Information Security Policy dated 15 June 2006

• Cabinet Paper dated 12 January 2010


10 PROGRAMME PLAN

Ref Theme / Project Funding Source Start Date End Date

1 Theme 1 - Building the Infrastructure Foundation

1.1 Future Data Centre Provision ICT Revenue Budget Apr 2010 2011

1.2 Data Storage Strategy and Refresh ICT Revenue Budget Apr 2010 2011

1.3 Server Virtualisation ICT Revenue Budget +

potential SALIX Bid Apr 2010 2011

1.4 Application Virtualisation ICT Revenue Budget Apr 2010 2011

1.5 Future Network Provision ICT Revenue Budget TBC TBC

1.6 Novell to Microsoft Migration Additional Funding Required Apr 2010 2011

1.7 Disaster Recovery ICT Revenue Budget Apr 2010 2011

2 Theme 2 – Streamlining Workplace Productivity

2.1 Single Consistent Login Covered by 1.6 Apr 2010 2011

2.2 Effective Communications Covered by 1.6 Apr 2010 2011

2.3 “Follow Me” Printing TBC TBC TBC

2.4 Modern Office Suite Covered by 1.6 Apr 2010 2011

2.5 EDRM Potentially covered by 1.6 TBC TBC

2.6 Effective Intranet Services Web Budget TBC TBC

2.7 ICT Adoption N/A TBC TBC

3 Theme 3 – Mainstreaming Flexible Working

3.1 Secure Remote Access ICT Revenue Budget Dec 2009 Feb 2010

3.2 Desktop Virtualisation ICT Revenue Budget Nov 2009 Mar 2010

3.3 Establishing Worker Profiles N/A


Ref Theme / Project Funding Source Start Date End Date

4 Theme 4 – Enabling One Contact

4.1 Effective Customer Relationship Management (CRM) Additional Funding Required +

eForms Revenue Funding TBC TBC

4.2 OneCard Smartcard Project Based Budgeting TBC TBC

4.3 Resident Portal / Account TBC TBC TBC

5 Theme 5 – Strengthening Governance & Supplier Management

5.1 ICT Governance Additional Resources Required Jan 2010 Apr 2010

5.2 ICT Financial Model Additional Resources Required Jan 2010 Jun 2010

5.3 Supplier Management Framework Additional Resources Required Jan 2010 Apr 2010

5.4 Mature ICT Staff Model Additional Resources Required Jan 2010 Jun 2010

5.5 Corporate v Non-Corporate ICT Additional Resources Required Jan 2010 Jun 2010

5.6 Partner Organisations Additional Resources Required Jan 2010 Jun 2010

5.7 GCSx Funding already in place Mar 2010

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