Attachment 1. Bath & North East Somerset Council. Information Management & Technology Strategy 2008

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1 Attachment 1 Bath & North East Somerset Council Information Management & Technology Strategy 2008 Contents 1 Purpose Aim Our Vision Benefits Scope Key Stakeholder Engagement Current Position Blueprint Our Strategy Blueprint to achieve the aims of the Strategy Principles Delivering our strategy Roadmap Key Success Criteria Key Risks Funding Development of IM&T Measurement Review High Level Timescales Glossary Appendix One: Background to strategy and methodology Appendix Two: Project Plan Appendix Three : High Level Risks...16 Page 1

2 1 Purpose This document presents a business driven Information Management and Technology (IM&T) Strategy for Bath & North East Somerset Council (B&NES). It builds on previous strategies developed January 2005, January 2006 and September 2007, which were more technology focused. 2 Aim The aim of this strategy is to shape and evolve the delivery of information and services both within the Council and with its partners. Information is one of the key resources within our organisation. It is at the heart of our business processes, shapes our decision-making, is vital in delivering quality customer services, and lets us know how we are performing. Just like other resources such as finance, people and property, information needs managing effectively if we are to get the most out of its value to our organisation. Only if we manage and use information effectively will we improve our decisions, our processes and our performance. 3 Our Vision This strategy aligns closely with the Council s vision for a distinctive place with vibrant and sustainable communities where everyone fulfils their potential. In addition this strategy aims to support transformation by identifying a roadmap for the future which will enable B&NES to realise both quality and value from its investments into information management and technology. The Council is integrating with the Bath and North East Somerset Primary Care Trust with which it is co-terminus. This presents a significant strategic challenge which requires where possible the alignment of strategies and mutually agreed delivery plans. The Council s strategic objectives within this IM&T Strategy are consistent with the PCT s objectives for IM&T. 4 Benefits By promoting the effective management and use of information and technology to enable delivery of corporate and service objectives, the Council aims to realise the following benefits: Improving Customer Satisfaction Ensuring key information and frontline services are easily accessible, whilst enabling all service delivery to be more efficient, effective, seamless and convenient to citizens, members and staff Partnership, Community and Area Working Ensuring key Information can be shared appropriately and so is available and accessible to our key partners in the public, private or voluntary sectors; facilitating electronic data interchange in our area Decision Making and Service Delivery Ensuring information is available when and where required, meets the right quality standards, provides services with the right technology and tools, and that delivery methods are flexible and agile to reflect changing community needs and technology developments over time. Page 2

3 Value for Money Ensuring investments in information technology are aligned with the Council s corporate strategy and medium term service and resource plan and are implemented to realise maximum benefit. This strategy covers a five-year rolling period and will be reviewed annually. 5 Scope This strategy applies to all aspects of information management and technology used to support B&NES staff in delivering services, in particular: all IT products and services supplied to B&NES through Mouchel or through approved third party suppliers all IT products and services supplied to or by B&NES for use by its partners all technical infrastructure including data/voice networks, operating systems, applications etc, desktop equipment and peripherals supplied to B&NES and its staff by Mouchel or through approved third party suppliers all information and data created, purchased or received by B&NES staff and strategic partners during the course of work carried out on behalf of B&NES and stored on B&NES technical infrastructure or wherever the Council decides to store its data all IT support services supplied to B&NES by Mouchel 6 Key Stakeholder Engagement For the purposes of informing this strategy, stakeholders have been considered in broad groups: Councillors, B&NES staff, Strategic Partners (including Mouchel) and Citizens. Council services and our key IT partner, Mouchel, have been engaged in the development of this strategy through a series of briefings and meetings with representatives to understand current and future activities, and potential challenges. Discussions with representatives from different services highlighted a number of aspirations and challenges that this strategy aims to address. These have informed the accompanying investment plan. Feedback from stakeholders indicates that a more strategic and joined-up approach to information management and technology across the Council and its partners is a welcome development which will enable the Council to understand and realise the value of its information assets. 6.1 Outcomes of this strategy The key aims of this strategy emerging from Service discussions are summarised below. Realising value from existing systems Improving the use of both the basic (e.g. Microsoft Office products) and sophisticated tools we already have available (e.g. Geographic Information Systems - GIS) Sharing information more easily but in a secure manner Improving the way we work internally and with our key partners so that information is shared quickly and easily whilst working to high standards and protecting sensitive data Improving decision making Improving the way we support members in understanding the impacts of local decisions, i.e. the use of GIS to support developments within Local Area Partnerships, Partners and Communities Together (PACT) and other local initiatives Page 3

4 Preventing systems proliferation Improving our systems development and control to ensure new resources are not spent when we may have existing solutions and technologies Rationalising data collection systems Improving the way we capture and use customer information and reducing duplicate storage of the same data. Further integration and partnership working will drive us to working from a central or single database or store. Controlled rapid deployment Improving the pace of change and standard of control. Processes need to be in place so that services can use lean thinking to enable rapid system improvements and developments Making information available and accessible Improving the tools and technologies available to services. Ensuring information is available to all, regardless of location, and ensuring information can be shared easily, quickly and securely with key partners; ensuring that staff have the training to make best use of the technology available to them Electronic transactions and self-serve Improving customer interaction. Moving to more e-transactions for standard processes, i.e. cash handling, bill payment, procurement, and introducing self-serve for customers, suppliers and staff Flexibility Ensuring that investments in IT are flexible enough (future proofed) to accommodate changes in where, when and how we work and who we work with Carbon Reduction Support the Council s carbon management plan, ensuring a sustained reduction of energy use and therefore lower carbon emissions 7 Current Position 7.1 Challenges B&NES is currently in a position where most of its IT capability is supplied externally by Mouchel (its IT partner). Some IT capability is managed and delivered via individual service-held relationships with external suppliers. A planned IM&T Strategy will bring cohesion to the implementation of IT solutions. 7.2 Successes There have been some notable successes in IM&T developments at B&NES, in particular: The Councils infrastructure is fit for purpose, and the Council has an excellent high resilience fibre optic network. Whilst security is an ongoing challenge for any organisation, the Council recently performed well in a Government Connect security audit, and plans are in place to complete outstanding actions arising from this by the end of 08/09. There is a standardised and up to date desktop operating system in place which is compliant with national standards for e-government, laptops and desktop computers are regularly refreshed. A project is underway to implement storage management processes to release space on network drives, and there are regular system maintenance windows to minimise disruption to staff. A corporate business continuity plan has been produced in consultation with all service areas and Mouchel, and this will feed into a revised disaster recovery plan. The Council s intranet has been redeveloped to better reflect user requirements and was successfully relaunched in November 08. The introduction of a virtual server environment (VMWare) to provide improved resiliance and business continuity for Council systems and reduce CO2 emissions Page 4

5 Introduction of an e-pay solution to enable customers to make payments through the Council s website Investment in enterprise systems including Customer Relationship Management and Electronic Document & Records Management Introduction of a secure link between the Council and the PCT Agreement of a web development strategy by Strategic Directors Group 8 Blueprint The IM&T Strategy assumes an organisational blueprint where by 2012 the Council headquarters will be located on a single site, occupying up to 45% less space than currently used. All our citizens will have access to Council services through appropriate channels, with a focus on self-service for standard transactions. Councillors will have ward based information to enable them to be responsive to the needs of their areas, which will also help to inform continuous improvements for the Council. We will be working much more closely with partners, commissioning more and we will be delivering more of our services from within communities. By adopting flexible working practices staff will be able to deliver the best quality services to customers, eliminate unnecessary travel time and maintain a good work-life balance. Both staff and partners will have secure access to key information and records, and we will move to doing more electronically than in paper format. We will facilitate digital communities and capability for citizens and visitors across our area. 9 Our Strategy The diagram below illustrates how our information management & technology strategy has been informed by, and reflects, the Council s vision and values. REQUIREMENTS Citizen Community Member Council Vision BLUEPRINT Improve Decision Making Improve Customer Satisfaction Improve Partnership Working ACTIONS Customer Contact / Interactions Service BANES / Delivery Partners IM&T Improvement Projects Infrastructure & Systems Network Management IM&T Governance Affordability Continuous Improvement OUTCOMES Customer IM&T Strategy Technology People Process Service Expectations Council Vision Page 5

6 10 Blueprint to achieve the aims of the Strategy A blueprint for information management & technology delivery is set out below, reflecting the Council s vision and key local and national drivers. In it we have 4 key building blocks: People Process Customer Technology The diagram below illustrates the interdependence of these building blocks and their key challenges. PEOPLE Service Delivery & Support IT Governance PROCESS Information Management Staff Capability Business Continuity Security & Standards Customer Service Working with Partners Access & Connectivity Value Infrastructure & Asset Management Systems Management Innovation TECHNOLOGY CUSTOMER 10.1 People Service Delivery & Support: IT support have skills to meet agreed SLAs, including 24 x 7 availability where necessary Staff Capability: All staff and members are both confident and competent in the use of IT 10.2 Process Security & Standards: Adoption of, and adherence to, appropriate nationally recognised standards for security, data exchange and retrieval, system interoperability etc Information Management: Effective management and use of information across the organisation, recognising its value as a corporate resource for the delivery of corporate and service objectives Working with Partners: Information is shared appropriately with key partners public, private, voluntary sector organisations and agencies Page 6

7 IT Governance, Programme & Project Management: All projects are aligned with Council strategy, the IM&T strategy and delivery plans, and managed to appropriate recognised standards and methodology 10.3 Customer Customer Service: Seamless service delivery through single points of access that are convenient to all our citizens and in addition extending access to services through the day with an increase in self-service and e-capability Value: Working with partners to share success e.g. risk and reward to ensure continuous improvement and value for money, so that both we and our partners are incentivised to achieve success Innovation: Access to the appropriate skills to develop/inform strategy and advise on/develop appropriate and innovative solutions to meet our customers needs 10.4 Technology Access & Connectivity: All staff have access to necessary voice and data communication devices, systems and information, wherever and whenever, required to do their job Infrastructure & Asset Management: There is a robust, resilient, high-performing and environmentally sustainable technical architecture Systems Management: Prevent systems proliferation and rationalise storage growth, move to more efficient corporate solutions, i.e. central data sources and a more integrated enterprise architecure Security: Information is protected from all threats, whether internal or external, deliberate or accidental Business Continuity: Ensure a quality service is maintained and that critical systems and Information can (continue to) be made available to users in the event of a disaster. 11 Principles The following principles underpin successful delivery of the IM&T Strategy: 11.1 Streamlined governance: all IT projects to be evaluated through one governance process To ensure that all future activities are aligned with this strategy, B&NES will put in place a simple IT Governance framework that applies to all projects and activities where there is an IT element Clear accountability: roles & responsibilities clearly defined Working with all our strategic partners offers B&NES opportunities to realise benefits from the wider expertise and understanding of the marketplace. Clear roles, responsibilities and ways of working together will be agreed to ensure the Council s priorities are delivered Clear leadership and management Overall management of strategy delivery to be clearly assigned. There is currently no formal Chief Information Officer (CIO) for B&NES, the role falling by default to the Head of Transformation. Fulfilment of the role will be achieved through: Closer partnership working (Mouchel have appointed an operations delivery manager) Clear governance arrangements (to be established as reflected in 11.1) External consultancy support as appropriate to test the strategy, its delivery and our IT operations Page 7

8 11.4 Effective partnership working: sharing risk and reward Working with partners to share success e.g. risk and reward to ensure continuous improvement, value for money, and that we and our partners are incentivised to achieve Information Management is recognised as a corporate priority Information is protected from all threats, whether internal or external, deliberate or accidental, to ensure a quality service is maintained Information management skills and competencies are developed and practiced Information is readily accessible by all stakeholders in accordance with statutory legislation Review and Update Process for IM&T Strategy The IM&T Strategy will be subject to constant review including a formal position statement on an annual basis to measure progress. Policies and protocols developed to support the strategy in regards to IM&T and Information Governance will be approved internally by the Council s Strategic Directors Group, on advice from the Councils IT Client (Head of Transformation) in conjunction with the Head of Risk and Audit and the Strategic Director for Resources and in consultation with the Councils Divisional Directors Group. Enforcement of these policies and protocols will be the responsbility of the Council s Strategic Directors and Divisional Directors, The governance model adopted for the partnership will be used as the primary vehicle to consult on new or updated policies which underpin the strategy. Those which have a corporate impact will be consulted upon more widely with strategic and senior managers. 12 Delivering our strategy The framework below illustrates how the four key building blocks for our strategy people, process, technology and customer - map to the Council s key activities and technical infrastructure. Activities against each of the four building blocks are detailed in the investment plan, which will be reviewed on a regular basis. Page 8

9 Digital Communities Interface with public services:citizen Connect PEOPLE Training & Support PROCESS Policies & Proceedures Front Office Line of Business Applications Back Office / Data CUSTOMER Management Information TECHNOLOGY 13 Roadmap The high level roadmap below illustrates the strategic direction for information management and technology at B&NES over the next three years. Immediate Action 2008/9 Build Capability 2009/10 Embed Capability 2010/11 Realise Value Address key risks Ensure security Ensure continuity Leverage Value Embed good practice Develop support Explore innovative Information Standards technologies Realise value from information assets Excellent customer service Page 9

10 13.1 Immediate Action Immediate actions focus on ensuring continued security and continuity of the Council s services, addressing key areas of risk e.g. Government Connect and to providing a firm foundation for future developments Build Capability: 2008/2009 Build foundations to support activities through investment in technical infrastructure and developing support capability. Combined with the introduction of information standards, this will enable B&NES to leverage value from its existing and planned IT investments to realise improved service delivery and enable secure collaboration with key partners Embed Capability: 2009/2010 With the foundations in place B&NES will be able to further embed good practice, and look to develop the potential offered by newer / developing technologies such as Wireless and thin client to support increased flexible and partnership working Realise Value: 2010/2011 The Council has already invested in technology platforms, examples include server virtualisation (to increase resilience) CRM (to support customer delivery) and e-pay (to reduce the cost of transactions). By 2010 B&NES will be working even more innovatively with citizens and partners to meet their requirements using robust and flexible tools to ensure maximum value can be realised from its information assets. 14 Key Success Criteria Key success criteria for delivery of the IM&T Strategy will be structured around a balanced scorecard approach. This will be developed jointly with Mouchel, Services and Key Partners. Assessing achievement against Key Performance Indicators for the Partnership and IT Services delivery, as well as delivery of the strategy, will form a part of this scorecard. 15 Key Risks Risks, and contingencies, are managed through a comprehensive IT risk register. Risks will be clearly identified for all IT related issues as part of the Council s risk management framework. Project risks will be managed through risk registers supporting projects and activities to deliver the strategy. These in turn will be required to support progress through IT governance gateways. 16 Funding Development of IM&T Developing and funding for IM&T is achieved in the following ways. Annual service planning for business as usual activities Investment Plan informed by projects proposed either o As an investment in IT infrastructure o And / or as an Invest to save and other funding routes Any investment or development in IM&T will be required to go through the IT governance process referred to in section 11 of this strategy. Page 10

11 The Head of Transformation manages the Annual Service Plan and Investment Plan on behalf of the Council Annual service planning - business as usual IT activities Annual service planning in support of this strategy and the IT roadmap is funded through managed budgets held by Mouchel on behalf of the Council via its ten year partnership contract with Mouchel. A risk based approach will be taken to service planning where priority will be given to directing resources to those things which must be done for risk management. IT development projects will always be secondary to meeting risk management requirements. Annual service planning includes the following types of activity. Day to day running of IT operations e.g. Helpdesk All support associated with Level 1-3 calls Routine IT expenditure, such as equipment replacement, maintenance and software licences Managing and maintaining the Council s technical infrastructure and architecture, including telecommunications and networks Better innovation and management/control of these assets and associated projects should result in further cost savings, particularly through the suspension of projects that are not aligned to council/service objectives, which can be reinvested in IT. Where appropriate, service standards covering system maintenance will be moved to being part of the managed budgets (known as Invoice 1) from service held budgets (known as Invoice 2) over time Investment Plan An investment plan covering a four to five year period and linked to the Council s Medium Term Service & Resource Plan (MTS&RP) will be developed as an IT service plan. The Investment plan will be reviewed annually alongside service planning and review of other plans e.g. IM&T strategy roadmap. Funding for the Investment plan will be achieved via the Medium Term Financial Plan (MTFP). Projects for development and investment in IT can be included in the Investment plan via two routes, described under 16.3 and 16.4 below Investment in IT infrastructure Some investments have to be made in IT just to keep pace with Government requirements and changes in technology or because of risks arising. Current examples of this include Government Connect (a required standard for all Local Authorities which enables secure data sharing with the wider public sector including Government, NHS and Police), applying security standards such as ISO27000 to provide the Council with adequate assurance, or an investment in enterprise platforms which would support achieving principles in this document such as managing system proliferation, or simply a requirement to replace core corporate systems such as Financial Management Systems. These examples would usually mean an opportunity cost saving but there would not be any cashable payback. Page 11

12 Other investments need to be made to demonstrate the Councils community leadership role and to support it's Vision for the area. Current examples would include introducing wireless technologies e.g. WiFi hotspots, WiMax (area wide wireless network) or broadband e.g. to create the equivalent to Bristol's digital hubs for communities, connectivity for Parish Councils, facilitating enhanced partnership working. Where the financial requirements for these investments cannot be met from within either existing resources or under the provisions of 16.1, an investment proposal will be developed and submitted for inclusion in the medium term service and resource plan Invest to save and other funding routes Invest to Save bids will typically come from service areas as requirements to enable much improved service delivery. Benefits will need to be quantified and qualified and benefit realisation linked to the MTS&RP so that benefits promised are recovered from service areas, once the initial investment has been made. Any programmes of IT work or projects will continue to need to be supported by a comprehensive, funded business case (e.g. to include all costs such as project management, software, hardware, Mouchel /other resources and SLA) and a robust cost benefit analysis, clearly identifying the payback and benefits from investments. Approval of an Invest to Save bid which affects the MTFP, resides with the Head of Transformation and Director of Resources and Support Services, in discussion with the Cabinet member. Ear marked reserves exist which can be used to pump-prime the investment plan on receipt of Invest to Save bids, subject to a meaningful and realistic business case and supporting cost benefit analysis. Other funding routes (may or may not be part of an invest to save) Resources in the Transformation Service will actively pursue these and other alternative funding routes that may present as opportunities. External grants and funding e.g. SWLIFT otherwise known as the South West Regional Improvement & Efficiency Partnership (RIEP). Additional external grant monies could be available subject to a successful bid. Supplier development credits and risk / reward proposals. The Head of Transformation in role of CIO will engage with partners and suppliers to facilitate mutually beneficial agreements whereby the Council can share its expertise of its market and services with suppliers. In exchange, the Council hopes to realise more IT development for less cost to the Council, which will accelerate achievement of the IM&T roadmap. Partnership/Integration/Shared Services. Where opportunities exist e.g. PCT integration, investment plans will be submitted to Integration Boards and/or regional agencies to fund technology and support solutions to the mutual benefit of all parties. 17 Measurement This strategy is not a static document, but rather a dynamic management tool to help shape and evolve the delivery of information and services within the Council. Progress against the activities in detailed action and investment plans will be reported by the Head of Transformation to the Partnership Board and other fora on a regular basis. Page 12

13 Reporting will comprise the balanced scorecard approach detailed at Section 14, progress and spend against plans and budgets, and achievement in innovation and against the key outcomes of the strategy shown at section Review Ownership of this strategy is with the Head of Transformation. This document will be formally reviewed and revised on an annual basis alongside annual service planning. 19 High Level Timescales Task Date Final consultation on IM&T strategy Oct-Nov 2008 Proposed Investment plan prepared and submitted to Strategic Director Nov 2008 for Resources & Support Services for consideration IM&T strategy for Cabinet Member single decision Dec 2008 Inclusion of investment plan within MTFP Dec 2008 New governance model finalised and operational Jan Glossary Term Explanation Application Computer software designed to support or perform delivery of a specific task (for example a word processor or a CRM system) Broadband A method of secure access to Council IT services for remote works, provided by the installation of a dedicated phone line to use with a Council PC or laptop. CRM Customer Relationship Management DPA Data Protection Act (1998) e-pay Electronic payment system EDRMS Electronic Document and Records Management System GIS Geographic information system IM&T Information Management and Technology MTFP Medium Term Financial Plan Operating System Software that managers a computer, as opposed to application software, which supports or performs delivery of a task Peripherals A device that can be attached to a computer, for example printer, scanner, camera, digital pen Technical Infrastructure IT network hardware servers and related hardware Metadata Information about data often also described as an attribute or category. May include author, date, and defined keywords. PCT Primary Care Trust PC Personal Computer PC Environment The set-up of a PC, notably the types of software installed SLA Service Level Agreement VM Ware Server Virtualisation to enable increased use of server resources and offering increased resilience Page 13

14 21 Appendix One: Background to strategy and methodology Development of a combined ICT and Information Management Strategy has been identified as a key deliverable for the emerging Transformation Programme. This strategy supports what was once described by the Office of the Deputy Prime Minister (ODPM) as electronic government (e-gov) and is now referred to strategically as transformational government (t-gov) by the Department of Communities and Local Government (DCLG). It provides the building blocks around which the latest t-gov initiatives will be achieved. The two key strategic initiatives released by the DCLG are: Transformational Government e-service Delivery Standards The publication of the latest Transformational Government Strategy ( identifies three key strands for the transformation of local government service delivery: Designing IT services around the citizen Moving to partnership working and an information sharing culture Increasing professionalism in the planning, delivery, management and governance of It-enabled change. This is a shift from e-government (a focus on investing in IT infrastructure), to transformational t-government, where the benefits of these investments are realised in terms of real service improvements and efficiency savings. This strategy sets out a business-orientated approach to Information Management & Technology strategy, drawing on previous work carried out by NCC and Mouchel. The methodology can be summarised as follows: Page 14

15 22 Appendix Two: Project Plan A detailed project plan is available on request. Areas for action are grouped as: Customer Service Business continuity Working with Partners Value Information Management Access and connectivity Systems management Staff capability Service delivery and support Security and standards IT Governance, Project & Programme Management Infrastructure & Asset Management Energy & Carbon Management Page 15

16 23 Appendix Three : High Level Risks There is a risk that the Council fails to deliver its IM&T Strategy, resulting in higher than planned costs, lower than expected value and severe limitations in how we improve Customer Satisfaction, how we enable Partnership, Community and Area Working, how we make informed decisions and how we deliver Services. The mitigation is to ensure that all services contribute to the development of the IM&T strategy so that it is responsive to customer needs by being aligned to service delivery requirements, ensure that the strategy is owned and supported at senior level, ensure clear roles and responsibilities for management and delivery, ensure that changes in IM&T are business driven and benefits focused and ensure that the IM&T Strategy is delivered. Detailed mitigation actions are as follows: What Ensure that all services and Mouchel contribute to the development of the IM&T strategy by attending LMT in all service areas and ask for service representatives to contribute Circulate drafts of strategy to all 1st and 2nd tier managers asking for feedback Triangulate with customer survey to establish if anything has been missed Publish IM&T Strategy & Roadmap (action plan) on CiS on IT pages with a 'contactus' mailbox to keep business requirements under regular review and inform annual service planning Review progress against action plan at Operational Partnership Board meetings Report updates on same quarterly at Partnership Board (attended by CEO) Agree roles and responsibilities for management and delivery Establish gate-keeping process so that any development proposed for IM&T is aligned with the IM&T Strategy Develop incentives and make changes to contract that reflect this to motivate Council and Mouchel to deliver Status Completed Completed Completed In progress Ongoing in progress Ongoing in progress Pending agreement of Strategy Pending agreement of Strategy Pending agreement of Strategy Detailed IM&T risks are managed on a separate risk register, developed jointly by the Council and Mouchel. Risks fall into the following high level categories: Roles & responsibilities IT Systems and IT Delivery Compliance Regulatory and Policy Assurance Review and Disaster Recovery Risks associated with specific IT activities/projects are managed through existing project risk management frameworks by the Council/Mouchel. Page 16

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