Corporate ICT Strategy2011-2015

New challenges, new opportunities

Version 1December 2010

Page 1

Contents

1 Executive Summary..............................................................3

2 Self Service and Access.......................................................5

3 Modern Working Practices....................................................7

4 Investing in our people..........................................................9

5 Management Information and Data Security......................11

6 Alternate Service Delivery Models......................................13

7 Commitment to Green IT....................................................15

Appendix A – Key Activities and Outcomes.............................16

Appendix B - Glossary of terms................................................17

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1 Executive Summary

1.1 The next five years will witness significant changes across the public sector. The shape and size of the council is likely to change but the need to provide high levels of service to our citizens will remain and be set against a backdrop of reduced budgets. With these new challenges will come new opportunities; using ICT to enable the Council to achieve efficiencies, providing the infrastructure to support shared services and most importantly, keeping pace with citizens’ changing needs and expectations.

1.2 Throughout the period of this strategy, ICT will underpin and support the strategic objectives of the council and its partnerships.

1.3 ICT is no longer just a support service; it has become a critical service. If it is unavailable, the organisation cannot operate. It has the ability to transform the way services are organised and delivered. It has a fundamental role to play in improving efficiency, reducing cost across the organisation and underpinning the organisational change programme. The e-Services Strategy to 2015 sets out how we will ensure that the council’s ICT infrastructure will support services in responding to these challenges.

- Image: Speaking to a customer.

1.4 We will continue the process of standardisation and simplification based on the premise of a common infrastructure designed to enable local delivery suited to local needs.  Delivery will increasingly be through partnerships between public, private and third sectors and this strategy enables greater interoperability to underpin this model.

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1.5 Demand for public services and expectations of levels of service are ever increasing.  Citizens and businesses expect the same levels of access and personalisation that they see online from large private sector organisations such as Amazon and Tesco.  They expect to be able to access their services from multiple locations and in ways that suit them.  Our Strategy will place a strong emphasis on providing choice in the way people access services. This will ensure maximum choice to respond to individuals’ circumstances and preferences, and the provision of quick and effective responses.

1.6 Our programme of embracing modern working practices, rationalising office accommodation, eliminating unnecessary bureaucracy and administration, and supporting community based service delivery will drive efficiencies.

1.7 Investing in our people is a high priority. We will continue to improve the ICT skills of our workforce and our communities, equipping them with the skills they need to enhance their lives and their neighbourhoods. At the same time we will continually review the replacement and upgrading of ICT hardware and systems to ensure that our workforce has the right solutions for their work.

1.8 We will continue our development of a ‘connected community’ of life-long learners across Wakefield, with equality of access to all, harnessing ICT to motivate and engage learners, to enhance the skills of all citizens, and to continue the modernisation of our schools and other centres of learning.

1.9 Where possible, the Council’s use of ICT will contribute to economic success of the district, and facilitate the delivery of key initiatives including neighbourhood working and total place.

1.10 Information security is a critical focal point within the strategy given the increase in the amount of malware and the diverse ways that information can be shared. We place great emphasis on protecting our systems against threats and maintain constant vigilance to protect against any new threat. We will continue to invest in training and education for our users, to raise awareness of security risks and to promote good data security practice both at work and at home in their private lives.

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2 Self Service and Access

2.1 The Council is offering a choice in the way people access services.

2.2 Making the web the channel of choice for most citizens offers the opportunity to achieve significant savings for the council, while at the same time offering a better service.

The financial case is powerful when one considers the cost of the three main channels. Estimates vary, but one provided by SocITM shows:

2.3 To be successful in encouraging citizens to use web access to services and information we need to ensure their experience is a positive one otherwise they will be unlikely to return.

2.4 All access channels are to be supported by a fully integrated corporate Customer Relationship Management (CRM) solution. The CRM infrastructure will provide a consistent model for all customer contact across the Council. A master record of customers (including businesses) is to be held and updated by the council to provide consistent, accurate customer data to enable effective and efficient resolution of customer enquiries. The information captured via CRM provides customer insight to enable greater customer focus and tailored delivery of future services. Similarly the Land and Property Gazetteer and the Street Gazetteer provide consistent property and geographical location information. CRM will link the initial front line information to back office specialists - fundamental in meeting customer requirements and expectations.

2.5 A key challenge will be to embrace the rapidly increasing use of smartphones. It is estimated that 85% of all phones will be smartphones by 2013 with a wide range of digital interactions being made via handheld devices

2.6 We are continuing the process of moving services into our telephone contact centre (Contact Wakefield) to deal with a range of contacts including email, text messaging, and digital TV. This approach will underpin the development of a modern high technology contact centre in the Council’s new Westgate Office development.

2.7 Citizen access through the council’s buildings is being rationalised. Libraries and key buildings provide assistance and free use of computers, broadband connections and telephone access to services. Employees, elected members and citizens are able to use the facilities and services on our websites from these locations.

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Face to face

£8.23 per visit

Phone

£3.21 per call

Web

£0.39 per visitor

Source: S

2.8 Access to services by the Internet and for reporting of emergencies is available 24 hours a day, 7 days a week. The Council intends that all services that can be efficiently delivered electronically will be, including the development of self-service solutions. The use of broadband and digital services is being promoted through marketing and publicity to improve take up. Access for disabled people and excluded groups is an integral part of the approach, and will be delivered through working with partner organisations.

- Image: www.wakefield.gov.uk

2.9 All access channels will capture management information on take-up and customer satisfaction and we will use this information to continually review and improve services. We will encourage the take-up of electronic channels. We will seek to reduce the high-cost channels by marketing or incentivising the low-cost channels.

2.10 Access to services is to be further developed with external partners to simplify access to both Council and external partner services. This includes co-locating Service Access Points and reception desks with other public sector partners, routing telephone calls between our Contact Centres, and integrating our web sites to provide joined-up public services.

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Did you know

that our Web site has over quarter

of a million

visits per month

3 Modern Working Practices

3.1 The Worksmart programme is changing the way we work. The programme is delivering significant efficiencies by introducing modern work styles such as hot-desking, mobile working and home working, reducing and rationalising office accommodation and eliminating unnecessary bureaucracy and administration. The efficiencies achieved are being invested into delivering improved services by increasing staff time allocated to service delivery, greater contact with the customer and improved access to supporting information.

3.2 The Council’s organisational review is an on-going programme covering all aspects of the Council’s structure, services and cost base in order to ensure that the Council operates in the most efficient and effective way possible. A key element of this programme is the use of technology to improve productivity, service delivery and value for money. Cashable savings achieved through new technologies will be identified and captured.

3.3 Investment is being made into new technologies, equipping the mobile worker, home worker and traditional office worker with the appropriate tools necessary to do their job. Investment is being made into retained property to ensure it will support the new ways of working and the expectations of a modern local authority. All new ICT projects will be based on whole life costing with benefits and efficiency savings indentified in advance.

3.4 Staff are being equipped with the technology to go out into the community and link back to council’s systems quickly and effectively. Our technical architecture supports staff mobility, equipping them to go to customers, not customers to buildings. This underpins community based services rather than building based services. To support this, security of information and its communication is being continually reviewed and improved.

3.5 We are using facilities that are flexible and as future-proof as possible, reducing the numbers of devices that someone needs to carry or use, integrating communications and using wireless technologies wherever practical.

3.6 We will continue to invest in virtualisation of both desktop and servers to reduce cost and improve efficiency. The service will embed ITIL (Information Technology Infrastructure Library), which is a set of concepts and practices for good practice in Information Technology Services Management.

This will ensure:

Better general IT support of business operations. A move from reactive to proactive management. A clearer view of user and IT support roles and responsibilities

Page 7

Did you know

that our Web site has over quarter

of a million

visits per month

For the Service Desk it will support:

More efficient working. Improved staff utilisation. Greater perceived IT benefit from users. Improved first time fix rate.Improved Incident ManagementReduced business impact of incidents by timely resolutions. Reduction in reactive incident resolution activity.

3.7 Touch down points around the district provide hot-desking facilities for mobile staff and are it intended that these eventually be integrated into the citizen’s Single Access Points.

3.8 We are co-locating Service Access Points and Contact Centres, and use joint assessment frameworks and services to provide public services that cut across organisational boundaries through closer working with partner organisations,

3.9 The service is driving a move to ‘paper-light’ policy (the ability to print where necessary, but with minimal paper storage). This involves working with a managed service provider to rationalise our printer and copier estate and minimising the use of paper. The strategy seeks to reduce existing internal print costs by up to 25%.

3.10 We will continue to monitor technology developments in order to identify where they can add value to services and citizens. We will ensure that the council maintains awareness of how technology can help deliver corporate priorities and innovative approaches to service delivery that support its business plans, service ambitions and the wider organisational review. Fast changing technologies lead to opportunities for service innovation and organisational design that might previously have been unimaginable.

Page 8

Did you know that a

team of 96 staff

that adopted flexible

working is saving

nearly 200,000 commuting miles a year

(equating to 55

tonnes of carbon

4 Investing in our people

4.1 The Council will be seen as an employer of choice, attracting and retaining a high calibre, ambitious workforce.

4.2 We are providing support in the creation of a workforce able to meet the changing needs of the district and the council, improving capacity in relation to skills, knowledge and behaviours driven through the competency and appraisal processes.

4.3 ICT is seen as a core competency. ICT competencies have been developed that define minimum levels for all staff, councillors and pupils. These competencies provide a basis for determining the necessary training to improve effective use of ICT. Available resources limit the level of training and support that can be delivered through traditional means so new ways of learning will be promoted including e-learning and the use of local ‘champions’.

4.4 We are developing our workforce by providing learning activities that increase confidence and competence in the use of ICT in the workplace, for leisure and at home. The Council itself is developing as a learning organisation. Experiences, good practice and lessons learned are shared across the Council and with external partners.

4.5 We are providing services and technology to enhance the learning experience within schools, learning centres, libraries, museums, galleries etc. placing the Council’s learning centres at the forefront of the innovative use of Information and Communication Learning Technologies. Developing local skills in digital technologies will also raise the skills and confidence of local people to benefit their lives and neighbourhoods.

- Image: Internet facilities in libraries.

Page 9

Did you know that a

team of 96 staff

that adopted flexible

working is saving

nearly 200,000 commuting miles a year

(equating to 55

tonnes of carbon

4.6 We have provided fast, reliable, sustainable broadband connectivity for our schools and learning centres to the National Education Network (NEN) and we continue to improve the performance and resilience of these links. Every learner and teacher has access to a consistent set of resources, services and applications which are being continually increased, improving the availability and use of high-quality educational content, helping to ensure that schools maximise the return on their investment in ICT.

4.7 We are working with our partners in the Yorkshire and Humber Broadband Consortium and nationally to develop single user names and passwords for every learner for the personalisation of learning.

4.8 We are transforming how people learn by harnessing the full potential of new technology across all subjects and skill development, and embedding assessment more appropriately within learning and teaching.

- Image: Children using IT in schools.

Page 10

Did you know that e-

Services support over

300 sites and over

10,000 PCs, of which

half are in our schools?

5 Management Information and Data Security

5.1 The Internet has resulted in the Council, its partners and citizens having access to unprecedented information. The Council requires accurate and timely information on which to make informed decisions. Modern services require greater access and sharing of information. Staff need to be able to work collaboratively across different sites and with partners through the use of new technology. To support these challenges, the Council will implement modern electronic document and records management (EDRM) integrated with collaborative portals.

5.2 The Council will need to maximise the use and value of its data assets, both within and beyond the Council. Core to this will be increased data transparency, publishing and sharing information in a manner that is useful and interesting.

5.3 Managers will be able to obtain all relevant information on demand (self-service), and ensure that decisions are taken in full light of available knowledge (especially service related knowledge).

5.4 Flexible, home and remote working will continue to move the Council forward in managing performance by outputs and results.

5.5 The Council will utilise corporate workflow models to streamline processes and transactions to improve services and efficiency.

5.6 We will ensure that there is effective data handling and exchange across all areas of the council and with our partners.

5.7 We are embedding across the Council the principles of the National Information Assurance Strategy (NIAS) and will maintain Government Connect security standards to ensure that we protect information and information systems so that individuals and organisations have confidence in our ability to manage their personal information securely.

- Image: e-Services Server Room.

Page 11

Did you know that e-

Services support over

300 sites and over

10,000 PCs, of which

half are in our schools?

5.8 We are applying robust arrangements for authentication and security that are compliant with nationally agreed standards. In addition we pro-actively monitor data security in order to safeguard the Council’s information and system. This applies to those elements of the systems that are internal to the Council and those provided by external partners.

5.9 We continue to strengthen business continuity procedures and disaster recovery, underpinned by regular testing of business continuity procedures.

- Image: Working on a problem.

Page 12

Did you know that each year

we prevent some 1 million

malicious attacks

from infecting

our networks thanks to our multi-

tiered security

defences?

Page 13

6 Alternate Service Delivery Models

6.1 New systems and technology are enhancing partnership working, collaboration (both internally and with partners) and facilitating improved information sharing.

6.2 We continue to deliver best of breed solutions and engage with partners where necessary to add value and address shortage of skills or capacity. Importantly, technology will strengthen corporate working and transformation, adopting a ‘One Council, One Best Way’ approach.

6.3 We will continue to explore alternate service delivery models and introduce these where they represent best value for the council. The ICT infrastructure and contractual relationships with suppliers will need to be flexible in order respond to the changing shape of the authority, whether this is outsourced services, commissioned services, community ownership or shared services.

- Image: New Westgate Offices.

6.4 We are working in partnership with other authorities and public sector organisations to explore the potential for shared service delivery. This includes developing a regional model for ICT procurement in order to use collective buying power to minimise costs.

6.5 ICT provides the channels to underpin shared services, opening opportunities to bring together transactional services that are processed at regional and sub-regional levels. This is exemplified by the Council’s commitment to the regional public sector network project.

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6.6 Joint commissioning is being facilitated:

nationally through the Office of Government Commerce,regionally though the Supplier and Contract Management System, the Yorkshire and Humber Grid for Learning and the Smarter Procurement programme.sub-regionally through West Yorkshire Chief Information Officers Group.

6.7 We continue to leverage the benefits from working in partnership with other public sector organisations. This includes engaging with user groups such as the LA CRM user group, the Microsoft Shared Learning Group, SocITM and others. This enables sharing best practice, innovation and development of new approaches to improve the delivery of services and enhance democratic engagement.

6.8 We will continue to explore opportunities for emerging technologies and delivery models, including:

external hosting of applicationsInfrastructure as a Service (IaaS)Software as a Service (SaaS)the emerging Cloud technologies and public sector networkthe increased use of mobile devices by citizens and social media such as FaceBook, Twitter, blogging and more offer new ways to engage with citizens

Page 15

Did you know

that the Council

has been using

Facebook and

Twitter for

several years to engage

with citizens

and share

information?

7 Commitment to Green IT

7.1 We will continue to optimise our application portfolio. Only those applications that are essential to running the organisation will be maintained. We will continue to apply Application Lifecycle Management to ensure that for all systems there are reviews in place to identify future development, replacement or cessation requirements.

7.2 The use of existing applications and hardware will be maximised including reuse where possible, and equipment disposal will meet WEEE requirements. Where possible, third sector organisations are used for recycling of legacy equipment.

7.3 We take into account the total cost of ownership, including energy and disposal costs, over the lifecycle of a device or system, not just the procurement cost. Where possible, efforts will also be made to reduce the total cost of ownership through leveraging existing applications and negotiating with suppliers.

7.4 Environmental criteria will be specified for all new devices including energy consumption and robust energy management facilities.

7.5 We will develop and promote “paper-light” environments in which documents are stored electronically and shared electronically rather than in paper format.

7.6 Other targeted benefits include reduction in travel costs and other environmental benefits including reduction in CO2 emissions. We also map the additional social and economic benefits that are being delivered through new technology.

7.7 We will continue the rolling programme of infrastructure, applications and desktop refresh, moving towards an integrated voice, data and communications solution.

7.8 We are improving the efficiency of existing servers to ensure resilience and performance, deploying desktop and server virtualisation which can extend the life of desktop PCs. We provide drop in facilities for mobile staff supported by appropriate levels of access to Council ICT resources.

7.9 Our printing strategy will reduce the need for print through adoption of electronic-only media and use of multi-function networked devices.

7.10 We continue to provide best value ICT technical support and procurement frameworks.

7.11 We use recycled products wherever feasible.

7.12 We are integrating new technology into the design of new buildings to minimise energy consumption and other running costs.

Page 16

Did you know

that the Council

has been using

Facebook and

Twitter for

several years to engage

with citizens

and share

information?

Did you

know that we

now ensure that all

our

Appendix A – Key Activities and Outcomes

The following summarises some of the improvements and changes users will see over the life of this strategy.

Activity Outcome

Through the use of ICT competences, training and support we will ensure that the Council’s workforce has the skills to make the best use of technology.

Maximising productivity and changing the way we work.

Development of a rolling desktop refresh programme.

More modern PCs and laptops will improve reliability and productivity.

Deployment of the latest operating systems and desktop applications, initially for the Westgate Office services followed by wider corporate deployment.

Ensure the Council has modern, flexible collaborative systems to optimise performance and productivity and underpin modern flexible working.

Further data centre modernisation including virtualisation.

Improved reliability of servers and reduced running costs.

Develop a modern transactional website or portal integrated with corporate Customer Records Management.

Improved self service for citizens with reduced transaction costs for the authority.

Implementation of a modern Intranet with Electronic Document and Records Management plus digital mail handling.

Improved records management, access to data and information, and collaboration.

Removal or replacement of remaining legacy systems.

Improved management of systems and reduced risk of failure.

Continue annual review of Information Security requirements in the light of changes in processes and practices.

Ensure data and information is managed securely and that Business Continuity Plans are effective.

Improve Help Desk responsiveness by introducing self-service, e-forms and, in the longer term, a new service desk application.

Improve productivity by improving the response to problems and encouraging users to resolve common issues themselves.

Review service performance, and benchmark our performance internally and externally.

Ensure we balance value for money with performance and demonstrate value for money.

Leverage the benefits of emerging Cloud solutions.

Reduction in overall total cost of ownership and greater flexibility in sourcing and implementing solutions.

Page 17

Did you

know that we

now ensure that all

our

Page 18

Appendix B - Glossary of terms

Term Explanation

Active Directory Used primarily in Microsoft Windows environments. Its main purpose is to provide central authentication and authorisation services for Windows based computers.

BizTalk A business process management (BPM) server. Through the use of "adapters" which are tailored to communicate with different software systems used in a large enterprise, it enables companies to automate and integrate business processes. Offered by Microsoft

DirectGov The UK government's website for citizens, providing a single point of access to public sector information and services.

Hot-desking Hot-desking (or flexi-desking) involves one workstation shared between several people who use the facility at different times.

ICT Information and Communications Technology

LA CRM A customer management application developed by local authorities for local authorities and focuses uniquely upon that requirement.

LAN Local Area Network - a computer network covering a small geographic area, like a home, office, or group of buildings.

MultiVue Software which enables the unique identification of a person, be it patient-based for the NHS, or citizen-based for Local Authorities, across the disparate systems within the organisation, or even across organisational boundaries e.g. Social Care & Health. This is achieved by searching for an individual using a variety of parameters to identify the person in question. These parameters could be numeric identifiers or other attributes such as date of birth, name, address, etc.

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National Education Network (NEN) An education specific broadband network connecting Universities, schools and colleges in England.

National Information Assurance Strategy (NIAS)

A Government Strategy which aims to give citizens, the government and organisations confidence in the way in which the private and public sector collects, uses and shares information.

Office 2007 and Office 2010 Microsoft range of office software products.

Outlook Web Access A webmail service.

SharePoint A collaboration and document management platform from Microsoft. It can be used to access shared workspaces and documents.

VOIP Voice over Internet Protocol is the routing of voice conversations over the Internet or through any other IP-based network.

WAN Wide Area Network - used to connect LANs and other types of networks together, so that users and computers in one location can communicate with users and computers in other locations.

Wi-Fi A wireless technology brand owned by the Wi-Fi Alliance intended to improve the interoperability of wireless local area network products.

Yorkshire and Humberside Broadband Consortium

Consortium of Local Authorities established to deliver broadband connections and Internet services to schools and other education establishments in the region.

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