Efficiency Scrutiny Committee 16 th September 2014 IT - Scrutiny of the Service Review process and viability of options for change

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1 Efficiency Scrutiny Committee 16 th September 2014 IT - Scrutiny of the Service Review process and viability of options for change For Decision Member Champion(s): Cllr A Alford, Corporate - Director: J Vaughan, Director of Resources 1. Purpose of Report 1.1 To provide members with an overview of the service review and comment from the Project Team in respect of the process undertaken and the viability of the options for change considered. 1.2 To enable the committee to undertake a scrutiny of the service review process and options for change and to provide their response for inclusion within the Service Review Business Case for Change. 1.3 To provide the committee with the opportunity to review the completed equality impact assessment for the service review. 2. Officer Recommendations 2.1 That the committee confirm that it is content with the service review process followed by the Project Team to date and note the further work that is required to progress the review. The committee are also invited to identify specific areas of further work to be undertaken by the Project Team. A further report will be brought to the committee at a future meeting. Page 1 of 9

2 3. Reasons for Recommendation 3.1 To provide the committee's feedback to the Project Team for consideration in working up the Service Review Business Case for Change. 4. Overview and context of service review 4.1 Background Information During 2013 there were a number of outstanding internal audit recommendations concerning the IT Service which resulted in SWAP not being able to give an assurance on the service and it subsequently being highlighted as an area of concern in the Annual Governance Statement. Following a Management Restructure, the Director of Resources took responsibility for all support services, including ICT. A new Service Manager was subsequently appointed. The Director of Resources engaged SOCITM to carry out a review of the service. The scope of the review included:- Review the state of infrastructure (This is our LAN, WAN, LES Links to other sites, Switches, Telephony equipment, Servers, back up storage, SAN, Monitoring systems, remote working environment and DR Suite). Review strategic intent and key drivers for the ICT Service Provide an IT maturity assessment and recommendations of how gaps in infrastructure could be filled through upgrade, replace and procure activities For any gaps identified provide technology options including different options of sourcing including open source or infrastructure as a service Provide high level costs for any additional investment we may be required to make 4.2 At the time, SOCITM highlighted a number of key areas that need addressing immediately. These recommendations included: Write an ICT strategy and information management policy identifying key milestones and priorities Implement new IT governance Make the introduction of corporate document management and work flow a high priority Page 2 of 9

3 Standardise on one document management system (EDM) Consider how best to achieve and secure future service levels 4.3 In order to take forward the SOCITM recommendations (section 4.2) and assist the new Business Improvement Manager with the FSR (Fundamental Service Review), an Interim IT Manager from SOCITM was engaged. 4.4 Early work during the service review identified there a number of variables affecting both the development of the organisation s ICT Strategy and the course the review including the development of a business case for change. These variables are: Developing technology the technology market is constantly evolving Strategic Partnerships local government is a dynamic environment with new partnerships emerging and providing new and differing opportunities Vendor solutions the availability of vendor solutions to support new ways of working Customer expectations both internal and external Activities of services within the organisation Availability of resources resources are required to move in new and different directions and business cases are required to prove the ROI is available 4.5 Given this context, the Project Team has focused on progressing with the issues and recommendations identified by the SOCITM report during the review. Clearly there are other changes outwith ICT which will impact the future approach to ICT and these will need to reflected in the work of the project team as the outcomes are known. At this time, whilst foundations have been set, the work of this review continues. Whilst it has not therefore been possible to attach one overarching business case for change at this time, it is anticipated that these will be developed as appropriate in future. This report therefore sets out some of the work completed to date and next steps for the project. 5. Service Review Progress to date 5.1 Organisational changes has caused some latency in key decisions requiring a Find and Fix It approach during this review period. A number of immediate changes have had to be put in place to reduce the risk to the business and improve resilience. These have included: Transition to PSN (Public Sector Network) completed Page 3 of 9

4 Sever upgrades completed to improve response and resilience for our desktop environment (VDI Virtual desktop Infrastructure) Flexible working - successful pilot of mobile device management (MDM) for access to , calendar and documents. Now being rolled out but only for MANAGED devices at this stage. Project commenced with DCC on joint MDM project to enable twin hatters to have access to from both DCC and WDWP. Infrastructure now in place awaiting testing by DCC and then pilot project can commence Re-engaged with LICTOG (Local ICT Officers Group) and participated in the development of proposals regarding how the ICT infrastructure may be developed and shared in future Audit register up to date and key actions identified and agreed Merger of key systems/databases has begun e.g. with the merger of IDOX Implementation of Change Advisory Board (CAB) to govern change for all IT related projects and work Work is underway to install new connections for various sites affected by the North Quay move including the Harbour and Crookhill which are being connected to the DPSN (Dorset Public Sector network) Business continuity processes review in progress Review of Local Land Charges systems and GIS system undertaken with a view to move to one system Continue to work on design for secondary site for DR (Disaster recovery) Design of new storage infrastructure complete 5.2 Alongside the above the following progress has been in the implementation of the SOCITM review recommendations: Draft information strategy complete IT Strategy in progress, due for completion by the end of September 2014 Software asset register complete New IT governance being implemented Business case for continuation and further roll out of SharePoint written ready for consideration 6. Summary of options to be included in Business Case for Change 6.1 This is a time when the future for all local authorities is dynamic, in a climate where demand for services and public expectations is increasing. Technology is also changing rapidly and so the options presented must incorporate a flexible framework, not restrict future options, and ensure that IT is an enabler and significant asset to the business. Adopting a flexible approach requires that we no longer work in our own silo and must consider our neighbours strategies and priorities to ensure we take advantage of shared opportunities and support better integration within the County. Dorset has is a beacon for other authorities in supporting dorsetforyou.com and having both a County digital access strategy (DAS) and Page 4 of 9

5 ICT strategy. Work is underway under the direction of the Chief Executives Group (CEG) to consider these further. 6.2 Given the fluidity of the operating environment and through the work that has been completed so far, the project team has identified a series of Design Principles. Design principles are useful in helping guide the organisation to make consistent investment decisions during a period of high demand and frequent change. The proposed designed principles are set below. Recognise and develop information as an organisational asset Harmonise processes Rationalise applications Harmonise ICT applications with other partners where possible to reduce costs and improve workforce flexibility Identify the best Return On Investment (ROI) opportunities Promote self-service opportunities Improve business continuity and manage risk Improve organisational capability and capacity 6.3 Looking forward, within these design principle, the following options are being considered as part of the development of the ICT Strategy: Securing a robust and resilient ICT infrastructure Improving our Information Governance through appropriate policies and procedures Developing shared data and associated protocols Federation between local government organisations and others to create opportunities for remote working Rationalising, harmonising and sharing software applications where appropriate Developing Remote Working solutions Implementing unified communications (UC) i.e. voice, and text joined together in a single application, for example Microsoft Lync 6.4 Our initial internal consultation and work with partners has helped to form those principles and options identified above. This initial work identifies there is significant demand for additional ICT capability throughout the organisation. Clear ICT governance to assist in the identification of priorities and project delivery capacity should assist in ensuring that priorities can be delivered against. 6.5 In the immediate term, the project team will continue to work on the development of the ICT Strategy including engagement activities. The ICT roadmap will be developed as part of this and will form an integral part of the Partnership Delivery Programme. Page 5 of 9

6 7. Service Review Process and viability of options for change 7.1 The agreed role for scrutiny is to check the service review process followed and to assess the viability of the options for change that are presented. In order to assist members in this role, the Project Team have provided comment in respect of each of the agreed principles of the scrutiny challenge as follows: Service Review Process 7.2 Has the review considered all the stages of the service review process and have these been effectively carried out? Scope Fundamental review of the IT service, incorporating recommendations made in the recent SOCITM report and working within the strategic framework of: 2020 Vision Future direction of travel driven by the Enabling Change and Digital Access streams of the PDP (Partnership Development Programme) Future demand projection with consideration to Digital Access Strategy, One County ICT Strategy and NWOW (New Ways of Working) Internal and External influences which includes staff, County, Districts, Members, Partners and the Public Research/Initial Engagement Baseline assessment Service heads IT response distilled into summary list of requirements and issues Engagement with: SOCITM to identify best practice/new ideas LICTOG and dorsetforyou.com Interviews with all service heads to identify IT and process change requirements Presentations to staff on progress of SOCITM review Draft Options Set out in section 5.3 Engagement Results of service heads interviews written up and circulated back with questions. Final responses to be used produce a priority list of requirements IT Staff consultation and opportunity for suggestions?? Page 6 of 9

7 Final Options Following the engagement process a final list of options will be drafted for final approval, consultation and decision. 7.3 Have the linkages and impacts on other services and partners been properly explored and accounted for? The baseline reviews and business requirements interviews held with all the services has provided the forum to enable all areas of the business to put forward their issues and requirements for IT Consultation is also ongoing within LICTOG and dorsetforyou.com to assist with the Digital Access Strategy and County wide ICT strategy. These both provide an understanding of how the Authority can work in partnership with the others within the county and looking at options for closer working with sister services such as the Fire service and NHS Work is underway to look at the skill sets needed to provide a service that will support the aims of the PDP and Services but this is dependent on the IT and Information strategy which are still to be completed 7.4 Has the customer been placed at the centre of the review process and has all stakeholder requirements been focused on appropriately? The IT service has 2 types of customer: Internal and external The consultation process with our internal customers is in progress. The first stage baseline reviews are complete with the second stage service manager interviews in progress; once complete the final stage to define the options and consult with staff can begin Understanding our external customers is harder - in order for us to challenge our perceptions we need robust customer insight and channel preference data to help us to identify our customer needs and so develop the roadmap for channel shift Viability of options for change 7.5 Are the proposed options for change deliverable, realistic in the timeframe and accurately costed? The options chosen are either tried and tested elsewhere or identified from detailed research and consultation both within the authority and with our partners. For these reasons it is felt that the chosen options are technically realistic but delivery will be dependent on available resource and other priorities within the business. Some change options can be delivered in a short time frame of 6 months to a year, others could take several years As is the nature of IT, all the options rely on technology whether it is a piece of hardware, a staff skill or a strategy. This makes the design of Page 7 of 9

8 change more complex and lengthens the time it takes to identify what the best options are for the business; this has also been made more difficult as the County ICT Strategy and Digital Access Strategy have still to be finalised The next stage is to agree the options to be taken forward which will then enable the specifications to be written; only then will it be possible to define timescales, costs and achievable benefits Some of the options will bring direct financial benefit, others are necessary to enable the services to achieve their targets or are simply requirements for how a modern business provides its services and products to its customers 7.6 Are the savings proposed deliverable and represent value for money? The following areas for potential savings have been identified but this list is not complete or ratified as the business case has still to be written: Improved contract management Aligning and consolidating contracts between the districts and County Converging applications across county/sharing services/cloud based hosting Communications leveraging technology such as unified communications to access cheaper rates Microsoft holiday All of the above is based on experience and proven elsewhere to generate savings for an organisation such as this. As discussed in 6.5, the specifications have still to be written which will define the cost for delivery and expected savings. Consultation also needs to take place with suppliers to negotiate new rates and service levels. ICT is possibly different from the other services in that it supports them and so will require investment as demand for IT and new technology grows. It is expected that in the coming years the Authority will be able to pay for some IT services as a consumable item, but this type of service is still in its infancy. Also, the Authority needs time to build an IT service model that will enable the take up of this type of service. 7.7 Have equality issues been fully considered and mitigated, including consideration of the adverse impacts of the proposed changes on different groups? A full EIA will be completed as each element of the review outturns. This will help ensure that equalities are fully considered in the development of future strategy, policy and practice. Page 8 of 9

9 Any other issues to be raised by the Project Team 7.8 No further comments. 7.9 Members are also invited to identify any other issues identified in the review that will require further development or research or any further suggestions for change that may have been overlooked or discounted. 8. Appendices 8. None. Report Author & Contact: Graeme Reid Telephone: Page 9 of 9

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