Agenda. Part A Items likely to be considered in Public

Transcription

1 Public Document Pack Performance & Administration Committee Members of the Performance & Administration Committee of Gravesham Borough Council are summoned to attend a meeting to be held at the Civic Centre, Windmill Street, Gravesend, Kent on Thursday, 2 April 2015 at 7.30 pm when the business specified in the following agenda is proposed to be transacted. S Kilkie Assistant Director (Communities) Agenda 1. Apologies Part A Items likely to be considered in Public 2. To sign the minutes of the previous meeting (Pages 1-2) 3. To declare any interest Members may have in the items contained on this agenda. When declaring an interest Members should state what their interest is. 4. To consider whether any items in Part A of the agenda should be considered in private or those (if any) in Part B in public. 5. IT Strategy ( ) (Pages 3-24) To provide Members with an understanding of the aims, objectives and outcomes of the council s new IT Strategy ( Any other business which by reason of special circumstances the Chair is of the opinion should be considered as a matter of urgency. 7. Exclusion Civic Centre, Windmill Street, Gravesend Kent DA12 1AU

2 To move, if required, that pursuant to Section 100A (4) of the Local Government Act 1972 that the public be excluded from any items included in Part B of the agenda because it is likely in view of the nature of business to be transacted that if members of the public are present during those items, there would be disclosure to them of exempt information as defined in Part 1 of Schedule 12A of the Act. Part B Items likely to be considered in Private Members Cllr Narinder Singh Thandi (Chair) Cllr Brian Sangha (Vice-Chair) Councillors: Gurdip Ram Bungar Greta Goatley Rob Halpin Leslie Hills David Hurley Shane Mochrie-Cox Alex Moore Makhan Singh Substitutes: Jean Averibou Lesley Boycott Colin Caller Harold Craske Les Howes William Lambert

3 Page 1 Agenda Item 2 Performance & Administration Committee Tuesday, 10 February pm Present: Cllr Narinder Singh Thandi (Chair) Cllr Brian Sangha (Vice-Chair) Cllrs: Co-optee: Stuart Bobby Jackie Baker Chris Wakeford Gurdip Ram Bungar Greta Goatley Rob Halpin Leslie Hills David Hurley Shane Mochrie-Cox Alex Moore Makhan Singh Peter Price Assistant Director (Corporate Performance) Assistant Manager (Revenues & Benefits) Committee Services Officer (Scrutiny) 10. Minutes The Minutes of the last meeting held on 9 September 2014 were signed by the Chair. 11. Declarations of Interest No declarations of interest were made. 12. Performance Update - Quarter Three (October 2014 to December 2014) The Assistant Director (Corporate Performance) and Assistant Manager (Revenues & Benefits) provided Members of the Performance & Administration Committee with a report on the progress made by the council in delivering the Strategic Objective and Measures of Accountability, relevant to the committee, as set out within the Corporate Plan 2011/15 (Midterm review). The Assistant Director (Corporate Performance) highlighted the key areas of improvement/ good performance: CBP 31a-d Self-help (pay-me, e-billing, direct debits and web forms) Performance in respect of CBPs 31a-d was successful as each recorded outturn was ahead of their respective quarter three targets. 1

4 Page 2 Performance & Administration Committee CBP 33 Collection of council tax The outturn for the council tax collection rate as at the end of Q3 was 84.29%, ahead of both the set target and the equivalent outturn for the same period last year (84.25%). CBP 34 Collection of non-domestic rates (GBC) The outturn for the non-domestic business rates collected by the council as at the end of Q3 was 81.68%. This is ahead of the set target (73.50%) but below what was achieved in the third quarter of , primarily due to a number of large businesses having changed their instalment arrangement to 12 months from 10 months. CBP 35 Benefits New Claims The processing time for new claim during Q3 was 18.4 days, ahead of both the set target of 21 days and significantly ahead of the equivalent outturn for Q3 in 2013/14 at 26 days, continuing the success seen throughout 2014/15. Performance has improved for a number of reasons including the fact that the caseload and workload facing the team has dropped and also that the team has automated 70% of the Automated Transfer to Local Authority System (ATLAS) changes in to the back office system. CBP 36 - Change of Circumstances The processing time for change of circumstances during Q3 was 4.8 days, ahead of both the set target of 9 days and the equivalent outturn for Q3 last year which was 7 days. Following questions from Members the Assistant Manager (Revenues & Benefits) advised the Committee of the following: Gravesham has seen a 4.27% reduction in benefit claimants (4% reduction in Housing Benefit and 4.6% reduction in Council Tax claims). The total reduction of benefit claimants (as at 1 February 2015) is 671. Following a request from Members of the Committee, the attending officers agreed the following: The Assistant Manager (Revenues & Benefits) circulate a Gravesham web-link to the rent allowances. The Assistant Director (Corporate Performance) circulate details of the Business Rates impact caused by the departure of Marks & Spencer in the Town Centre. The Assistant Director (Corporate Performance) liaise with Darren Everden, Service Manager (IT Services) with regards to IT Training (previously an action recorded at item 9, in the minutes dated 9 September 2014) and report back to the Committee. The Committee congratulated the Revenues & Benefits team on their hard work and success with Borough collection rates. Members discussed and noted the information contained within the report appendix. Close of meeting The meeting ended at 8.10 pm. 2

5 Page 3 Agenda Item 5 Classification: Part 1 Public Key Decision: No Gravesham Borough Council Report to: Performance & Administration Committee Date: 02 April 2015 Reporting officer: Darren Everden (Service Manager, IT) Subject: IT Strategy ( ) Purpose and summary of report: To provide Members of the Performance & Administration Committee with a copy of the draft IT Strategy ( ) for review. Recommendations: Members are requested to: 1. Consider the draft IT Strategy attached at appendix two, as endorsed by the council s Management Team. 2. Subject to any amendments proposed by the committee, recommend approval of the policy by the Lead Member for Performance & Administration. 1. Background 1.1 The previous IT Strategy covered the period of and delivered outcomes that were described in the document. 1.2 These include use of cloud services (we are now using Microsoft Azure cloud storage and delivered cloud and telephony to the Gr@nd), use of emerging technology (providing remote access to iphones and ipads via Mobile Device Management software) and refresh of desktop software (use of Windows 7 and Office 2010 delivered significantly ahead of the retirement deadline for Windows XP). 1.3 We also set out to maintain high levels of information security, meet the requirements of the GCSx Code of Connection (now PSN Code of Connection) and maintain high availability of services, all of which were achieved. 1.4 The starting point for the new IT Strategy (Appendix 2) is how to maintain these achievements, innovate in service delivery, and support new areas of the Council (such as the Digital Team and Service Review programme). 1.5 Whilst there are aims, objectives and outcomes described in the strategy for the IT Service to deliver, the strategy is designed with principles that should be adopted by all services to be successful. 1.6 The strategy covers a four year period and it is recognised that the pace of change in technology is very fast. It is therefore proposed that the strategy is refreshed annually. Performance & Administration Committee IT Strategy IT Services

6 Page 4 2. Consultation and Best Practice 2.1 The IT Strategy was discussed with the Performance and Administration committee on 9 th September This was positive and their views were built into the final draft strategy. 2.2 The strategy is supported and has been developed in consultation with the Director (Finance and Environment) and Digital Performance Manager. 2.3 It has been designed to support the Digital Strategy ( ) and Customer and Access Strategy ( ). Annual reviews will take account of any updates to these. 2.4 Best practice examples have also been considered across the public and private sector from organisations that demonstrate good IT Leadership and Vision. 3. Conclusion 3.1 This strategy sets out the key principles, ambitions and work required to improve IT service delivery and support the transformation programmes being progressed by the Digital Team and Service Review Team. 4. Background Papers 4.1 None Performance & Administration Committee IT Strategy IT Services

7 Page 5 IMPLICATIONS APPENDIX 1 Legal Finance and Value for Money Risk Assessment Equality Impact Assessment Corporate Business Plan Crime and Disorder None The capital schemes included in the strategy will be funder via existing budget provision or the IT Reserve fund (G007/70279). The strategy aims to reduce service overheads and improve efficiency therefore making a positive contribution to the Medium Term Financial Plan. None Screening for Equality Impacts Question Answer Explanation a. Does the decision being made or recommended through this paper have potential to cause adverse impact or discriminate against different groups in the community? b. Does the decision being made or recommended through this paper make a positive contribution to promoting equality? c. What steps are you taking to mitigate, reduce, avoid or minimise the impacts identified above? No No In submitting this report, the Chief Officer doing so is confirming that they have given due regard to the equality impacts of the decision being considered, as noted in the table above Strategic Objective 5 - Managing the council s business responsibly There are no crime and disorder implications arising from this report. Performance & Administration Committee IT Strategy IT Services

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9 Page 7 IT Strategy Gravesham Borough Council February 2015

10 Page 8 Draft IT Strategy Contents 1. Introduction Service Modernisation Communications Website Self-Service Outcomes Project Timetable...13 Page 1

11 Page 9 Draft IT Strategy Introduction 1.1. This strategy details how we can apply and develop Information and Communication Technology (ICT) to support the delivery of the Corporate Performance Plan, our Transformation agenda and service improvement by enabling change and driving forward efficiencies This strategy is a statement of our aims and objectives which will be used as the framework within which we can operate and is to form the basis for making future decisions. It also sets the scene for future joint working and collaboration with partner organisations through links to the Kent wide Public Services ICT Strategy Change within the Council will come from the Service Review programme and the channel shift work promoted by the Digital Team. This strategy seeks to position IT as the enabler of works, providing the capability and capacity for wider projects to be delivered, and also to provide a reference point for other technologies and ideas to be considered in these work streams The extremely rapid pace of change and development of ICT means we have to be constantly identifying opportunities for further improvements. As with any strategy this document will be kept under review and updated to reflect internal and external drivers for change over the next 4 years This ICT Strategy aims to support the delivery of the Council s Corporate Plan and the five strategic objectives that stem from it: Community Well-being Housing A clean and green environment Economic development and regeneration Managing the council's business responsibly Page 2

12 Page 10 Draft IT Strategy Service Modernisation 2.1. Although many areas of the Council are now supported by a back office IT system, the business processes and method of service delivery have remained largely the same Over the last five years the main-streaming of new technologies such as mobile computing, cloud services, and the commoditisation of IT hardware have made new service delivery models possible This has the potential to bring benefits to many areas of the organisation including both the front and back office While "digitising" services for improved customer service we should also be looking at our underlying business processes and identifying where technology can help with improving efficiency and / or reducing cost By challenging the existing processes and considering new options we can also identify where rationalisation of processes can occur or where further use of technologies such as document management could be of benefit Business processes in many of our service areas can work in a number of different directions. It's important that these interactions are challenged in terms of their actual value judged against impact on efficiency and resources used. Directions to consider are; interactions between staff (inside-inside) interactions from customers or suppliers with staff (outside-in) interactions from staff with customers or suppliers (inside-out) 2.7. Document management and workflow automation are large areas of potential benefit. Previously we thought of "manual processes" as those which did not use a computer. With the introduction of personal computers and back office systems we have created a new type of "manual process" - a job which is done on a computer instead of a job that could be done by a computer Management of information is a key enabler of business improvement and good data governance. Consideration must be given to our data handling and retention policies to ensure we comply with relevant legislation (such as the Data Protection Act) and are able to concentrate our efforts on the most relevant and up to date information available Many areas of our business are dependent upon knowledge. Consistent and timely application of this knowledge is critical to good customer service and also for our efficiency. Technology can help to unlock this knowledge and make it more widely available, reducing the dependency on a small number of individuals and the bottle necks that result in demand outstripping resources Using technology in the area of knowledge management can help to empower staff. Ensuring that staff have the appropriate "digital skills" will also help develop our workforce to embrace the changes and suggest further areas for enhancement. Page 3

13 Page 11 Draft IT Strategy Assessment of the workforce's current digital competency should be undertaken and training programmes developed to ensure staff are equipped to deal with changes in the workplace We must not underestimate the level of change that is required to deliver true service modernisation. There is a risk that the time taken to change working practices will negate any savings achieved, or that the project delivered will not meet all of the requirements. Agile project management techniques should be used to ensure that programme delivery is timely and iterative in reaching the desired function. By following the different phases of service design documented in the Government Service Design Manual we can break developments into phases to minimise risk and learn what works and what doesn't, iterating as we go. The five phases to follow are; 1. Discovery A short phase, in which you start researching the needs of your service s users, find out what you should be measuring, and explore technological or policy-related constraints. 2. Alpha A short phase in which you prototype solutions for your user s needs. You ll be testing with a small group of users or stakeholders, and getting early feedback about the design of the service. 3. Beta You re developing against the demands of a live environment, understanding how to build and scale while meeting user needs. You ll also be releasing a version to test in public. 4. Live The work doesn t stop once your service is live. You ll be iteratively improving your service, reacting to new needs and demands, and meeting targets set during its development. 5. Retirement Even the best services may eventually reach retirement. That should be treated with the same care as went into the building and maintaining of that service We must also challenge notions such as "where are our staff based?", "what devices do they use?", and "what are our expectations of their level of engagement with technology?. Service modernisation is a partnership between the organisation, customer and staff. The role of the workforce is critical and will require support and encouragement in the following ways: rapid decision making transparency clear vision Page 4

14 Page 12 Draft IT Strategy training trust Greater use of mobile and flexible working should be encouraged where it can bring service delivery improvement. Technology should be used to release staff from being tied to a single location in order to carry out their duties Shared Services remains an efficient vehicle for driving down the cost of some individual services whilst maintaining or improving the service delivery. These will continue to be explored, implemented and supported where applicable The IT Infrastructure is a critical enabler for service modernisation, and as such should have the functionality and capacity required to support the business and transformational projects. Consideration on the most appropriate infrastructure delivery method (on premise, partnership, hybrid cloud, or cloud) must be taken and regularly reviewed. When procuring solutions, existing frameworks and partnerships (such as the UK Govstore or Kent Managed Marketplace should be considered in order to obtain best value) The use of the Local Land and Property Gazetteer (LLPG) to join systems together using common and consistent information is fundamental to our ambitions to transform services. IT Services will play a key role in ensuring this data is fit for purpose and advocating best practice with the LLPG in other service areas The following actions will be taken by IT Services to support Service Modernisation ; Upgrade of the Storage Area Network to ensure that there is enough disk capacity to support all ongoing and new projects. The new storage system should provide a robust platform for business critical systems and be upgradeable should further storage be required in the future Upgrade of the Virtual Server hosts to ensure there is enough computing capacity to support all current and new systems The legacy Universe programs will be migrated to systems based upon Microsoft technology. The migration is to include the last remaining business systems and databases (such as Bank Rec) and middleware applications that move data from one system to another The Local Land and Property Gazetteer will undergo a data cleansing exercise to ensure it is a reliable source for linking to business data Servers running Microsoft Windows Server 2003 will be migrated to version 2008R2 and upwards where supported by the business application provider Tablets will be provided to Members and the modern.gov system upgraded to provide access to part 2 private documents for authorized users. Page 5

15 Page 13 Draft IT Strategy We will work with the HR Department and Digital Team to develop and deliver Digital Awareness training for staff We will upgrade the core and edge network switches current technology. This will ensure that high bandwidth applications can be delivered to the devices that need it Virtual Desktop Infrastructure will be evaluated and deployed where appropriate. The benefits to be assessed are greater mobility (using laptops and tablets), suitability of thin client devices as an alternative to desktop PC s and increased security Based upon the results of the Virtual Desktop Infrastructure assessment we will either deploy new thin client devices and laptops for users, or roll out a new batch of desktop PC s and laptops Should Virtual Desktop Infrastructure be available, additional laptop devices will be considered which run alternate operating systems to Windows (eg. Google Chrome OS, Apple OS X, Linux) We will also evaluate and deploy more solutions to enable remote and flexible working. This will take elements of Virtual Desktop Infrastructure, e-forms and middleware applications that are linked to back office systems, enabling greater flexibility for the ever increasing mobile workforce In consultation with the Service Review team we will implement Document Management and automated workflow (where appropriate) into new service areas In partnership with the corporate Information Governance Group we will implement the data retention module for the Information@Work document management system Develop new services and systems via Agile project management methods taking account of best practice design methods advocated in the Government Service Design Manual. Page 6

16 Page 14 Draft IT Strategy Communications 3.1. The methods by which we communicate with our customers and staff is changing and we should be matching our availability to the expectations of those that contact us Telephone and contact has now been joined by website, mobile app, instant messaging and social media as popular channels With this increase in contact choice we need a method of converging those access channels into a single contact stream, giving equitable priority to all methods. This will help prevent channel hopping where multiple channels are used until a desired answer is received, thereby duplicating the number of enquiries received For our staff we require flexibility and new ways of managing a distributed workforce who have embraced mobile and flexible working "Follow me" numbers can be used so that staff are contactable irrespective of location via one telephone number Use of "presence" technology can also be used so staff availability can be identified at a single glance These small productivity enhancements can help the organisation operate more efficiently by taking the guesswork out of people s location and availability status The following actions will be taken by IT Services to support Communications ; A new telephony system will be installed which will improve customer service, include greater integration with back office system and improve the mobility of staff As part of a new telephone system and in partnership with the Digital Team, a new call handling system will be installed for the Customer Contact Centre to bring together all elements of customer contact (telephone, , web chat and social media) into a single contact stream We will assist the Digital Team review the current use of Client Relationship Management software (Northgate FrontOffice) within the Council and assist with the assessment of alternatives We will assist Customer Services and the Digital Team review the range and scope of services currently available via Interactive Voice Response and assist with the assessment of alternative solutions. Page 7

17 Page 15 Draft IT Strategy Website 4.1. A large part of our transformation and channel shift agenda concerns using the corporate website as the main interaction channel with the Council. People s habits and expectations are changing and we can take advantage of that by having a web first vision. The Digital Team in Customer Services will be responsible for setting the agenda for self service and website content, with IT undertaking the technical and back office integrations in order to deliver these services The development of back office systems by the Business Applications team will be a major contributing factor to generate the real benefits that can be derived from increasing our self-service options on the website Facilities such as my account have the potential to change the way our customers deal with us by providing more tailored content to visitors helping to avoid contact through other access channels. Security and identity validation is an important area to introduce so that we can offer the widest range of services with the assurance that this is being done in the most secure way and in keeping with our obligations to the data protection act The following actions will be taken by IT Services to support Website ; The data quality of the Local Land and Property Gazetteer will be improved in order to provide a solid foundation for future systems integration projects Working with the Digital Team we will develop back office systems and connected e-forms to improve customer service and improve the efficiency of service delivery. Page 8

18 Page 16 Draft IT Strategy Self-Service 5.1. Self-service covers all areas where a customer can receive the delivery of a service without the assistance of a Council Officer. Areas that currently enable self-service are; website telephone system (card payments, switchboard) kiosks (payment) 5.2. Future areas for consideration include; partner organisations delivering services on behalf of the council smart machines 5.3. The physical and virtual worlds are colliding and the internet is providing opportunity and expectations that we will need to take advantage of The Internet of Everything" is bringing together people (social networking), things (smart devices), places (smart locations) and information (websites) This is enabling the re-invention of industries on three main levels; Business process (improving services, processes, customer experience) Business model (how we deliver services and interact with the customer) Business moment (the need to operate with an unprecedented business velocity and agility) 5.6. With the internet providing the connection between these areas we should consider what appropriate self-service systems can be deployed Embedding the digital by default ethos into everything we do is critical for us to provide the service that is expected of us. Considering how this applies to new and existing services will help prioritise our work streams, highlight areas for improvement and identify gaps Supporting the publication of Open Data and meeting the EU Inspire Directive will also help us deliver services to the citizen by providing new methods of accessing information, improving transparency, and reducing the time required to respond to customer enquiries (such as Freedom of Information requests). Page 9

19 Page 17 Draft IT Strategy The following actions will be taken by IT Services to support "Self Service"; We will install a new Call Handling system as described in We will review the use of Client Relationship Management software as described in We will review the Interactive Voice Response systems as described in We will develop back office connected e-forms as described in We will make spatial data available online as specified in the EU Inspire Directive. Page 10

20 Page 18 Draft IT Strategy Outcomes 6.1. Taking into consideration the topics described above, the following diagram provides a high level overview from several perspectives and shows how the various elements of the strategy are interlinked. By investing in "digital competency" (people, skills and systems) we can improve internal process efficiency. This in turn will provide better value to the customer and reduce the cost of service delivery The following diagram describes the outcomes from a number of different perspectives and how each component of the strategy contributes to them. Working from the bottom row upwards shows how each element contributes to the layer above. This helps us visualise why the various strands of the strategy are important and how they interact with each other A number of key deliverable outcomes will be sought during the life of the strategy and will be reported in annual strategy reviews. Establish new IT Infrastructure which challenges existing methods of delivery and evaluates new methods (such as shared services, cloud computing, and commoditised hardware) Work with partnerships and frameworks (such as Kent Connects, Crown Commercial Services, and Gcloud) to determine the most suitable and cost effective solutions. Enable projects to be delivered quicker and with more resilience to change by adopting Agile project methods. Page 11

21 Page 19 Draft IT Strategy Provide assistance with the formation and enforcement of a Data Governance policy which includes relevant data retention guides. Staff who are guided and supported in the acquisition and use of digital skills through a comprehensive assessment and training programme. Development of the My Account and My Nearest functionality of the website to provide rich and relevant information to the customer (such as up to date bill and payment information), encouraging use of the website by implementing time saving features (such as pre-populating forms) and making information easier to find. Introduction of new self-service options for the customer. Consolidate contact channels into a single stream through managed use of social media and a new integrated customer contact system. Implement new communications suite ( and telephony system) to support new flexible working practices Review and challenge business processes throughout the organisation and implement workflow and document management where appropriate. Facilitate new business processes, business models and business moments by the appropriate use of technology. Page 12

22 Draft IT Strategy Project Timetable The following tables outline major areas of project work with some indicative timings but is not exhaustive. Many other work streams that contribute to the strategy will occur in parallel with the projects specified below. Budget Assessment is an estimation of the costs associated with the project and is based upon knowledge of previous projects and soft market testing Project Theme Description Budget Assessment Tablets for Members Service Modernisation Upgrade the modern.gov system, deploy hardware and train members 40,000 (IT Infrastructure Reserve) Storage refresh Service Modernisation Procure and install new Storage Area Network to expand storage capacity and provide growth for new systems Primary system - 60,000 Backup and Business Continuity - 40,000 Page 20 (IT Infrastructure Reserve) Virtual Server refresh Service Modernisation Improve capacity, performance and resilience of the virtual server infrastructure 30,000 (IT Infrastructure Reserve) Improve LLPG data Website Project to last the life of strategy from , improving the quality of LLPG data and providing a solid foundation for future system integrations where property is the common key Staff cost 1 Full Time Equivalent in Establishment Page 13

23 Draft IT Strategy Project Theme Description Budget Assessment EU Inspire Directive Self-Service Make spatial data available online 7,000 (DEFRA grant) Migration of legacy Universe programs Service Modernisation Project to run from 2015 to 2016 Staff cost 2 Full Time Equivalents in Establishment Review the use of Client Relationship Management and eform software Development of back office connected eforms Communications & Self-Service Website & Self- Service In partnership with Customer Services and the Digital Team, explore the benefits and alternatives to the current FrontOffice CRM system Work prioritised by the Digital Team. Project to last the life of the strategy from Costs to be determined Staff cost 1 Full Time Equivalent in Establishment Page 21 Migration of Server 2003 software Service Modernisation Replacement of unsupported server software on critical business systems Costs to be determined Page 14

24 Draft IT Strategy Project Theme Description Budget Assessment Digital awareness training Service Modernisation Prepare and commission \ deliver training to staff to raise competency of digital technology amongst staff. Work in partnership with HR and the Digital Team Costs to be determined Network switch refresh Service Modernisation Upgrade the network switch hardware to current generation, lower energy equipment 80,000 (IT Infrastructure Reserve) Virtual Desktop Infrastructure evaluation and implementation Service Modernisation Explore the benefits of VDI is comparison to a like for like PC and laptop hardware refresh. Select the infrastructure and end user devices for future provision to staff Costs to be determined Page 22 Deploy new end user devices Service Modernisation Replace current desktop and laptop computing devices with next generation equivalents or devices that support VDI Costs to be determined Remote and flexible working Service Modernisation Linked to VDI and end user devices, provide the software and services to enable more flexible working in the field with the relevant links to back office systems Costs to be determined Document Management improvements Service Modernisation In conjunction with the Service Review process, implement Document Management and automated workflow into new business areas of the Council Staff cost 1 Full Time Equivalent in Establishment Page 15

25 Draft IT Strategy Project Theme Description Budget Assessment Implement Document Retention module Service Modernisation Strengthen Information Governance by introducing automatic document retention parameters and therefore improving adherence to data protection principle and making document storage more efficient 12,000 (Budget to be identified) Page 23 Page 16

26 Draft IT Strategy Project Theme Description Budget Assessment Implement new corporate telephony platform Communications Replace the existing telephony platform with a next generation replacement which will include greater integration with back office systems and mobility 60,000 (IT Infrastructure Reserve) Implement new call handling software for Customer Contact Centre Review Interactive Voice Response systems in line with new telephony provision Communications & Self-Service Communications & Self-Service In partnership with Customer Services and the Digital Team, implement a call handling system that integrates with the new telephony platform and integrates multiple points of contact (phone, , web chat, social media) into a single contact stream In partnership with Customer Services and the Digital Team, review the current automated switchboard and payment lines and determine where improvements can be made Costs to be determined Costs to be determined Page 24 Page 17