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ICT Strategy

Newark & Sherwood District Council

ICT Strategy 2007-2011

Filename: ICT StrategyVersion: 1.0 of 48

ICT Strategy

ICT STRATEGY INDEX

Executive Summary 1

1. ICT Strategy - Introduction 9

2. Corporate aims & objectives for ICT 10

3. Corporate Business Drivers 11

4. ICT Infrastructure 12

4.1. Network Configuration 124.2. UNIX platform 124.3. Network infrastructure 124.4. Network Server Configuration 134.5. Windows networking Software 134.6. Network Upgrades 144.7 IP Telephony 14

5. ICT Software 16

5.1. Development Standards 165.2. PC Software 165.3 Corporate application software 165.4 Packaged Software 175.5 Software Upgrades 19

6. ICT Hardware 20

6.1. PC’s 206.2. Printers 206.3 IP Telephones 216.4 Mobile Phones 216.5 Mobile Devices 21

7. Security7.1 Protocols, Standards and procedures7.2 Protection from malicious software (Virus Controls)7.3 Vulnerability and Patch Management7.4 Government Connect7.5 Email Anti-Virus7.6 Firewalls7.7 Encryption7.8 Virus Alerts


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8. Roles and Responsibilities 36

8.1 The Cabinet 368.2 Corporate Management Team 368.3 Head of ICT 368.4 ICT development group 37

9. Channel Strategy 39

9.1 Electronic data interchange 399.2 Web enabled services 399.3 Home / Site Visits and Contact 419.4 Home Working 41

10. ICT Purchasing 42

10.1 Acquisition Policy 4210.2 Shared Services 42

11. Technical & User Support 44

11.1. Hardware 4411.2. Software 44

12. Risk assessment and risk management 46

13. Green ICT13.1 Printer Consolidation13.2 LCD Monitors13.3 Power Efficient Hardware13.4 Server Virtualisation13.5 Storage Virtualisation13.6 Virtual Desktop Integration13.7 PC Energy Saving measures13.8 Replacement of equipment13.9 Mobile devices13.10 ICT Equipment Recycling

14. Future Developments


ICT Strategy

Executive Summary

This strategy defines the Council’s strategic approach to the development of Information and Communications Technology (ICT). This will ensure that these systems both contribute to and underpin the delivery of the Council’s Strategic Objectives and Service Delivery Plans.

The aims of the strategy are:

Provide a solid, secure and reliable computer infrastructure. Provide a fully integrated voice and data network. Set standards. Provide a high quality ICT environment. Comply with Government IT standards and best practice guidelines. Ensure that ICT facilities are secure and protected from security risks. Provide an infrastructure which will enable participation in shared services. Comply with Government Connect security requirements. Comply with international information security management standards.

Corporate aims & objectives for ICT

The success of most organisations is dependant on their ability to develop effective information systems, which support major goals and objectives with timely and accurate information. For local authorities, information technology has become a corporate asset of strategic importance.

An ICT strategy is concerned with aligning the needs of the organisation with the provision of information systems through the application of ICT. Underpinning the strategy is the selection of a strategic ICT platform, capable of supporting customers and users, and providing for opportunities in a flexible, unrestrictive fashion.

The ICT strategy supports, and is appropriately aligned with, the Councils Corporate Plan and enables the authority to achieve elements of the corporate plan, CPA, any future strategies and projects which support the Council’s Priorities.

An ICT strategy defines the building blocks necessary to achieve a transparent infrastructure, on which applications are placed, and also defines the processes required to ensure that security and data communication are effective and efficient.

The DCLG’s Transformational Government agenda identifies a shared services culture as a key transformation and particular mention is made of the IT infrastructure.

The corporate objectives of the strategy are:

To integrate complex multi vendor software and hardware. To be able to integrate information from several sources. To have the ability to re-align technology quickly. To have the ability to expand and change easily without affecting other components.


ICT Strategy

To have portable systems. To have an infrastructure capable of supporting shared services.

Corporate Business Drivers

The corporate business drivers reflect the pressures faced by the Authority to deliver efficiencies, meet Central Government directives and continue to deliver a high quality public service and include the following:

Customer Relationship Management (CRM) Business Continuity Efficiency Savings Lean Working Mobile and Flexible Working Information Management Web Development Government Connect Shared Services

ICT Infrastructure

The ICT infrastructure is the platform upon which ICT systems are run and consists of hardware and software. Standards are essential in order to ensure consistency, compatibility, efficiency and flexibility and is made up of the following components:

UNIX Network infrastructure Network Server Configuration Windows networking Software Network Upgrades IP Telephony

ICT Software

Software is the essential component which sits on top of the infrastructure to provide user facilities. It is imperative that standards are adhered to in order to provide systems which are stable, compatible, portable and maintainable. The essential components are:

Development Standards PC Software Corporate application software Packaged Software Software Upgrades


ICT Strategy

ICT Hardware

Hardware works with the infrastructure and software to provide user’s with facilities to use ICT systems. It is imperative that standards are adhered to in order to provide users with facilities which are stable, compatible, portable, efficient, cost effective and maintainable. The essential components are:

PC’s Printers IP Telephones Mobile Phones Mobile Devices: mobile email devices and Application specific mobile devices

Security

Security is essential in order to protect the Councils information processing facilities, hardware, software and data, which are important assets. Confidentiality, integrity and availability of information are essential to the operation of the Council. The essential components are:

Protocols, Standards and procedures Protection from malicious software (Virus Controls) Vulnerability and Patch Management Government Connect Email Anti-Virus Firewalls Encryption Virus Alerts

Future Developments

ICT technology moves quickly and its essential that the Council makes cost effective decisions on how we are going to move forward to meet the challenges faced, both from a technical and budget perspective.

Roles and Responsibilities

There is a need for clear governance arrangements to ensure that the Council’s ICT strategy and projects are delivered effectively, with sufficient priority within the Council.

The following structure encompasses staff from all levels within the authority to ensure full ownership of the ICT strategy.

The Cabinet

The portfolio holder for corporate issues is the member e-champion. The role of the Cabinet is to approve the initial and future developments of the ICT strategy.


ICT Strategy

Senior Management Team

The responsibility of this team is to support the ICT strategy, policies and procedures, by ensuring that all directorates participate in the identification of requirements for, and the development of the strategy. The team will be responsible for ensuring that all projects within their directorate and cross cutting projects are adequately resourced and that staff are given appropriate priorities for all projects. The Chief Executive has been nominated as the officer e-champion.

Head of ICT

The responsibility of the Head of ICT is to develop the ICT strategy and its associated policies and procedures. The Head of ICT will report to the Corporate Management Team and the Cabinet to gain approval for developments of the strategy. The Head of ICT will be the lead officer of the ICT development group and will be responsible for the development and delivery of ICT projects.

ICT development group

The responsibility of this group is to develop and manage ICT projects.

Channel Strategy

The Council has always conducted business with its customers through a variety of channels, e.g. face to face and telephone. E-business provides the opportunity to improve our services by offering new channels and enhancing existing methods of communication. The strategy defines the Council’s current position regarding the following channels:

Electronic data interchange Web enabled services Home / Site Visits and Contact Specialist Portals Home Working


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ICT Purchasing

Acquisition Policy

An acquisition policy is necessary to ensure that computer equipment and software purchased meets the ICT strategy requirements and is in line with the Council’s procurement policies.

The Computer section is responsible for ordering all computer equipment and software and any associated maintenance, this ensures that the necessary standards are adhered to.

ICT will use Catalyst and the OGC wherever possible.

Shared Services

A shared services culture relating to the IT infrastructure is one of the key transformations of the DCLG’s Transformational Government agenda.

All ICT acquisitions should be examined for their potential for shared services. The categories of shared services arrangements which should be evaluated for purchases of ICT hardware and software are as follows:

Hardware - Collaborative procurement for infrequent high cost purchases.Collaborative procurement for equipment purchased regularly.

Software - Collaborative procurement for the purchase of applications software.Joint service delivery for some or all of the following functions:

The IT software and hardware platform and the support function. Joint service delivery of the back office function. Joint service delivery of the front office/ customer facing function.

Mapping - Joint procurement of mapping services.Collaborative procurement of specific geographical data

Technical & User Support

The technical support strategy is divided into the following areas:-

Hardware - Maintenance contracts should be arranged for the core computer equipment in order to minimise down time for critical applications. Equipment not covered by maintenance agreements will be repaired on a time and materials basis.

Software - Software support contracts should be arranged for critical application packages.


ICT Strategy

Risk assessment and risk management

ICT projects are not without risk and therefore it is imperative that the Council has a risk assessment and risk management procedure which will identify the critical areas of risk under the following headings:

IT Infrastructure Culture Resources Skills Corporate planning / management Technical risk Security Legislation

Green ICT

Faced with increasingly urgent warnings about the consequences of the projected rise in both energy demands and greenhouse gas emissions, ICT are focusing more attention than ever on the need to improve energy efficiency. Green technologies exist today to help optimise space, power, cooling and resiliency while improving operational management and reducing costs.

The green ICT strategy is divided into the following areas:-

Printer Consolidation LCD Monitors Power Efficient Hardware Server Virtualisation Storage Virtualisation Virtual Desktop Integration PC Energy Saving measures Replacement of equipment Mobile devices ICT Equipment Recycling

Future Developments

ICT technology moves quickly and its essential that the Council makes cost effective decisions on how we are going to move forward to meet the challenges faced, both from a technical and budget perspective.


ICT Strategy

1. ICT Strategy - Introduction

This strategy defines the Council’s strategic approach to the development of Information and Communications Technology (ICT) systems and related technologies. This will ensure that these systems both contribute to and underpin the delivery of the Council’s Strategic Objectives and Service Delivery Plans.

The aims of the strategy are:

Provide a solid, secure and reliable computer infrastructure which is capable of running all of the Council’s business applications.

Provide a fully integrated voice and data network.

Set standards which will ensure that network integrity and the synergy of the network is maintained.

Provide a high quality ICT environment that supports the Council’s strategic and service priorities, e-business vision and Geographical Information Systems (GIS) and enables the Council to improve its operational performance.

Comply with Government IT standards and best practice guidelines in order to provide a solid foundation which will support the development of shared services.

Ensure that ICT facilities are secure and protected from security risks such as viruses, distributed denial of service attacks, and the potential for system and network compromise.

Provide an infrastructure and processes which will enable the Council to participate in shared services.

Comply with Government Connect security requirements.

Comply with international information security management standards to ensure that information held on ICT facilities is secure.


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2. Corporate aims & objectives for ICT

The success of most organisations is dependant on their ability to develop effective information systems, which support major goals and objectives with timely and accurate information. For local authorities, information technology has become a corporate asset of strategic importance. The availability of timely and accurate information is also essential to corporate decision making.

An ICT strategy is concerned with aligning the needs of the organisation with the provision of information systems through the application of ICT. Underpinning the strategy is the selection of a strategic ICT platform, capable of supporting customers and users, and providing for opportunities in a flexible, unrestrictive fashion.

The ICT strategy supports, and is appropriately aligned with, the Councils Corporate Plan and enables the authority to achieve elements of the corporate plan, CPA, any future strategies and projects which support the Council’s Priorities.

Newark & Sherwood District Council has adopted an open systems strategy, which will protect the investment in ICT by providing a flexible platform for the future, capable of accommodating change without losing past investment in ICT.

An information technology strategy defines the building blocks necessary to achieve a transparent infrastructure, on which applications are placed, and also defines the processes required to ensure that security and data communication are effective and efficient.

The DCLG’s Transformational Government agenda has three key transformations, one of these is a shared services culture and particular mention is made of the IT infrastructure. The vision is to release efficiencies by standardisation, simplification and sharing. Shared services provide the opportunity to reduce waste and inefficiency by re-using assets, by sharing investments, by sharing management overheads and other costly resources.

The corporate objectives of the strategy are as follows:-

To integrate complex multi vendor software and hardware into a synergetic corporate facility, so that the organisation can respond better to external pressures.

To be able to integrate information from several sources, to produce management and operational reports and assess the performance of the organisation, as well as enabling on-line access to corporate databases.

To have the ability to re-align technology quickly, in response to unexpected and economic, political or legislative changes.

To have the ability to expand and change easily in required areas without affecting other components, providing savings in both costs and implementation time.

To have portable systems in order to achieve flexibility.


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To have an infrastructure capable of supporting shared services.

The overall objectives of the Council's information and communications technology are to minimise costs, provide higher level management information and to support service delivery to the public and users taking due regard of the Council’s equalities policy.


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3. Corporate Business Drivers

There are a range of business drivers that have an implication on the development and delivery of ICT Services. In addition to the Council’s own priorities, there are significant external drivers that impact on the direction the Council must take over the coming years and that have direct implications for the delivery of ICT Services.

Customer Relationship Management (CRM)

A corporate decision has not yet been made on how the Authority is to proceed with a CRM system, but the potential of this decision needs to be a consideration in all developments due to the fundamental culture and technological changes that will be required to be implemented with a CRM system. Consideration is given to CRM implications as a part of every project implementation to ensure that potential future integration is possible should a CRM system be adopted.

Business Continuity

The growing reliance on ICT systems means that greater emphasis must be placed on service availability, business continuity and disaster recovery options. The existing joint authority contract has proved a cost effective and service efficient option and the Council will be looking to renew this ahead of the 31st July 2010 expiry date.

Efficiency Savings

The continuing requirement on Councils to cut budgets and produce efficiencies whilst still providing a high level of service to the public means greater pressure will be applied on ICT to deliver more efficient ways of working.

Lean Working

Linked to the Efficiency Savings, work is underway throughout the Authority to review and map the processes in use. Assessment of what the streamlining of these processes can achieve in making the service delivery more efficient and cost effective and working ‘smarter’ may result in ICT developments.

Mobile and Flexible Working

Staff and office accommodation are critical resources for the Council and there are also environmental pressures to reduce travel through more flexible ways of working.Linked to the Workforce Development Plan (currently under revision), the Council is looking to provide more flexible working arrangements to assist in staff retention, reduction of officers travel time, reduction in travel costs, the potential to extend the Authority’s opening hours, enable home-working, implementing hot desking facilities and releasing office accommodation.


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Information Management

Improving information management processes will support improved efficiency in the delivery of services as well as help the Council meet its legislative responsibilities under the Freedom of Information Act (FOI) 2000 and the Data Protection Act 1998.

A key component of this would be to introduce a corporate Electronic and Records Management System (EDRMS).

The investment of time & resource should be made into the development of the corporate GIS database and the introduction of the Mosaic data set.

Web Development

The Authority’s website is seen as a key access channel into the Councils services, allowing the public to self serve if they wish to, supplying information as required and providing the Council with a more cost effective method of handling transactions.

A project has been commissioned to replace the existing Content Management System (CMS) and redesign the corporate website to allow a more transactional approach and give an improved structure to the information stored, making it more intuitive for the residents to locate what they are looking for.

Government Connect

Government Connect is a secure communications network between central government and all other government bodies. Its purpose is to help government bodies to improve their efficiency and connect more effectively with their customers, with each other and with central government.

The Council successfully achieved compliance with the Code of Connection (CoCo) ahead of the deadline of 31st March 2009. The latest version of the CoCo, version 4.1 has just been released and whilst there are less criteria overall, more of these are now mandatory. This will be an ongoing annual process to achieve compliance against the security criteria issued by central government. The Council is looking at the possibility of carrying out some of the work associated with CoCo compliance jointly with other local authorities in Nottinghamshire to achieve consistency and reduce the demands on individuals within the Council’s technical teams.

Shared Services

Following the restructure of ICT, which came into effect on the 1st October 2008, the Council has a shared Head of ICT with Mansfield DC. This provides efficiencies for both councils and begins the process of developing a more strategic direction for future ICT developments.


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A Shared Services Business Case has been approved by CMT and the Cabinet at Newark & Sherwood and SMT at Mansfield and also includes partners from Broxtowe BC, Rushcliffe BC & Gedling BC.

Some of the work already carried out within this partnership includes; a joint DR contract, a joint MAVPN and a shared ISP provision all of which have provided cost savings or cost avoidance for all partners.

Consideration is given to joint procurement for each project in order to ascertain whether there is an opportunity to achieve procurement efficiencies and begin the move towards the same operating systems and software applications to further support shared service opportunities across service areas.


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4. ICT Infrastructure

4.1. Network configuration

The Council’s computer network is a high quality technically advanced structure encompassing IP telephony, fully integrated voice and data networks, internet facilities, web site, remote working facilities, GIS and e-business functionality.

The network is the backbone of the computer facilities, and as such should be maintained and updated in order to retain the synergy of the network as a whole. Future development relies on the network being flexible.

4.2. UNIX platform

The mid-range processing power of the Council must conform to the open systems standards. The Council has standardised on a UNIX platform running AIX.

A UNIX platform was selected as it enables the Council to change and expand its mid-range computer facilities with flexibility and without losing the value of past investment and also conform to the open systems standards. The advantages of this configuration are as follows:

Additional machines can be added to the network without disruption to other services.

Applications are portable from one machine to another providing flexibility in the case of a machine failure, this is particularly important where essential applications are involved, such as Revenues and Housing services.

Integration of information between mid-range computers and the applications running on them is essential to produce management and operational reports and on-line access to data.

4.3. Network infrastructure

The network infrastructure is the backbone of all of the Council’s computer facilities and as such must be solid, secure, flexible and reliable. The network infrastructure consists of the following:

A fully integrated voice and data network.

High quality private network connections to remote sites.

A 100 Meg core connecting the servers and IP telephony switches.

CISCO switches, all IP capable with UPS and in-line power.

Contact centre technology.


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A demilitarised zone to isolate publicly accessible facilities and remote working access points.

Firewalls to protect the internal network, systems and data from intrusions and viruses.

4.4. Network Server Configuration

The server configuration supplies the network with software and data which can be shared by all users on the network.

Server virtualisation has been adopted by the Council in order to reduce the number of servers managed, thereby reducing the costs of server hardware, maintenance and software. A storage network device, in conjunction with server virtualisation, is used as a data store and consolidates the data resulting in more efficient use of servers.

It should be noted that not all servers can be virtualised. Some applications and services cannot work in a virtualised environment and some would not operate efficiently.

The major benefits of server virtualisation are:

Lower number of physical servers – reduction in hardware maintenance costs because of a lower number of physical servers.

Server consolidation increases space utilisation efficiency in the server population.

By having each application within its own virtual server prevents one application from impacting another application when upgrades or changes are made.

The reduction in the number of servers results in a reduction of power usage.

Multiple operating system technologies can be deployed on a single hardware platform.

Virtual servers can be copied from one server to another easily and quickly aiding business continuity and server maintenance.

Server virtualisation improves the efficiency of the data centre, as well as lowering the cost of ownership.

4.5. Windows networking Software

Microsoft Windows is the standard workstation and networking software for the Council. TCP/IP (network transportation software) is the network communication product. Windows provides all of the above mentioned facilities, TCP/IP provides a communications facility between the UNIX processors and all of the other units on the network.

The network connects and manages computing devices, applications and services that users require. Network software provides the layer of consistency that is required to mask users from


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the underlying complexity of the technology and will enable users to perform their functions more efficiently through easy, seamless access to critical information regardless of where users or information are located.

Networking software provides the following facilities:-

Shared devicesPrinters, storage devices, scanners, photocopiers and backup systems. In order to reduce duplication of facilities and save costs.

Shared informationA secure electronic filing cabinet in order to reduce duplication of data and to provide shared facilities.

Corporate processingAccess to corporate databases and applications in order to create a complete working environment from one location.

Interpersonal communicationsE-mail to increase efficiency and provide workflow capability.

Management facilitiesIntuitive and reliable system management to reduce the costs and complexity of managing a network and to allow network management to manage every layer of the network easily and efficiently.

4.6. Network Upgrades

In order to sustain maximum performance and benefit from the Computer network there is a continuing requirement to take advantage of supplier operating system technological advances. Critically but not exclusively this will include operating system and network management software. This is particularly relevant where supplier support is withdrawn for current versions of software. Upgrades should be applied in all areas, where there is a necessity or there are advantages to do so, in order to retain the synergy of the network and to achieve a flexible network which can readily respond to change.

It will be critical in the context of supporting an upgrading policy to allow for planned budgetary support for multi user network hardware and software upgrades which will be essential to ensure the continuing development of the network. The Computer budget has no ongoing provision for upgrades, however in 2005/2006 for the first time a budget for ICT renewals was created, however this is only funded at year end when any under spends on Council budgets are divided into three with ICT being allocated one third, these allocations are one off and not yearly. Where the pace of technology necessitates expenditure the appropriate reports to cabinet will be prepared to identify further funding requirements.

Multi user network hardware and software upgrades would cover the following:


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UNIX and central PC network server hardware and software upgrades.

Switches, used for IP telephony, PC and printer connection.

Telecommunications cabinets containing switches and cabling.

4.7 IP Telephony

The Council installed IP telephony in January 2005, the ultimate aim of this was to migrate to a single voice and data network which would improve the Council’s ability to scale for the future and quickly react to the dynamically changing needs of the Council. Enhanced telephony facilities were required in order to meet the vast change in requirements and operation of ICT due to best value, CPA, the government’s modernisation strategy and to lay the foundation for future telephony based service development and operation.

IP Telephony has a direct impact in creating a ‘Customer First’ culture which is one of the primary elements of the Corporate plan.

The primary outcomes of IP Telephony are:

Call centre technology for the customer support unit which will supply call queuing and statistics which will enable a sophisticated level of call evaluation and should ultimately result in service improvements.

A converged data and voice network which will in time reduce equipment and maintenance costs by combining the multiple network infrastructures into a single IP-based network.

IP (Internet Protocol) Telephony will centralise call processing, thus eliminating the need for separate units at off site locations, resulting in a reduced investment in equipment.

A reduction in the number of wiring drops and hardware connection costs.

Expenditure associated with moves adds and changes will be minimised.

An integrated network will improve the ability to scale for the future and its ability to quickly react to the dynamically changing needs of the Council.

A converged network enhances the Council’s communications capabilities by facilitating employee mobility and providing a solid foundation for the deployment of advanced, feature-rich services and solutions. IP telephony, unified messaging, and multi-channel contact centre applications are just a few examples of such solutions.


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5. ICT Software

5.1. Development Standards

Standards are essential for software development and maintenance to be efficiently and effectively controlled. Standards should include documentation standards for specifications and programs, and programming standards. Standards produce conformity, enabling efficient and effective development and maintenance.

Newark & Sherwood District Council operates its own systems and programming standards. These standards were introduced in 2009, and will be updated regularly to take into account new working practices and hardware and software changes.

5.2. PC Software

Standardisation of software does not apply to “current” versions as no central ICT budgetary provision is made for this purpose. Compatibility problems can therefore occur with different versions and impact on the workload and effectiveness of PC Network Support and users, the major problem is that of users sharing information.

Standardisation is necessary to ensure the synergy of the network, all units on the network must be open to each other, allowing software links and document transfer. This is essential to the future development of the network, allowing growth to take place instead of a rebirth for new projects.

5.3. Corporate application software

Corporate application software is standardised and consists of the following facilities:-

Database to extract information from other sources in order to analyse and manipulate the data into a form suitable for a particular purpose. The database will also provide users with a tool to create local applications for data maintenance and analysis.

Spreadsheets which provide a further analysis tool for the manipulation of data, including graphical representation.

Word processing facilities including the ability to merge information from both spreadsheet and database applications into documents.

E mail to automate the transfer of information between E mail users both internally and externally.

CRM application for corporate complaints and service requests.

GIS software for mapping facilities, data management and analysis.

LLPG software for the corporately held property gazetteer database.


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5.4. Packaged Software

The main factors which should be taken into consideration when selecting packaged software should be cost effectiveness, efficiency, benefits and the ability to perform the required functions.

The first consideration before embarking on the following procedure is to investigate whether the required function could be provided by shared services. Section 10.2 of the strategy defines the different categories of shared services for ICT purchases. The following guidelines, shown below, should ensure that software packages meet the Council's needs.

The Council’s corporate project management procedures must be followed and project approval gained before a specification is produced.

The guidelines to package selection where the functionality is common and packages are already available are as follows:-

An outline system specification should be produced by the user in the first instance to determine their specific requirements.

All corporate and major ICT developments will be reported/presented to the ICT development group.

ICT must be involved with the outline system specification in order to ensure that the interfaces with other systems are fully specified, and that the requirements of the ICT strategy and all ICT policies and standards are met.

That evaluation criteria must be established before commencing the product investigation and will generally include costs, performance, functionality and benefits.

The level of software integration requirements must be investigated by ICT.

Detailed supplier statement of the software facilities to be provided.

Where interfaces to other systems are required the supplier must provide reference sites, where available, for verification by users and ICT.

The interfacing requirements must be included in the contract when purchasing products.

A questionnaire should be sent to the existing users of the packages being evaluated, in order to gain a view of user’s opinions.

The supplier must provide full support of the package and any supporting database, this must include remote citrix connection for the support of all elements of the package.


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Local Authorities are often required by government to perform functions which are operationally new areas of activity and in some cases where legislation is not available until the nth hour. In these cases it may not be possible to find a readily available package and therefore a different set of guidelines will apply.

The guidelines to package selection in this case are as follows:-

A trusted supplier should be selected with a large portfolio of local government applications.

An agreement should be made which will allow the Authority to exit at any stage should the project fail to meet the Authorities requirements.

An outline system specification should be produced in the first instance, to determine the users specific requirements. If this area of activity is new and a specification cannot be fully determined then external help should be obtained. The agreement should be tailored to allow the authority to use the specification as an evaluation document for other suppliers should the authority not wish to proceed with the selected supplier.

ICT must be involved with the outline system specification in order to ensure that the interfaces with other systems are fully specified, and that the requirements of the ICT strategy and all ICT policies and standards are met.

That evaluation criteria must be established before commencing the product investigation, if the decision is made not to go ahead with the original supplier, and will generally include costs, performance, functionality and benefits.

The level of software integration requirements must be investigated by ICT.

Detailed supplier statement of the software facilities to be provided before signing up for the final product production stage.

The interfacing requirements must be included in the contract when purchasing products.

The supplier must provide full support of the package and any supporting database, this must include remote citrix connection for the support of all elements of the package.

Where there is a requirement for multiple users of the software package LAN licences must be purchased not “dongles”.

5.5. Software Upgrades

Suppliers frequently upgrade software for some or all of the following reasons:-

Technological advancementUser demand


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LegislationSupplier competition

Software upgrades should only be applied where necessary, not just because an upgrade is available. It may be necessary to upgrade for some or all of the following reasons:-

LegislationDependence on other software which has been upgradedAdditional functionalityPerformance improvementsFault rectificationMaintenance on the current version ceasing

It should not be a practise of this Council to install software versions which have not been vigorously tried and tested, and working in a live environment for at least six months. Only in the following exceptional circumstances should this practise not be followed:-

Legislation.

Organised Beta site testing.

Software development, working in partnership with suppliers, where there is a new ground breaking area of activity or new legislation.


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6. ICT Hardware

6.1. PC’s

The high population of PC's is resulting in a continuing increase in network complexity and technical support requirements. While an open policy on PC selection would truly support an open systems policy, the resulting mix of hardware would be impossible to support. Another result of such an open policy would be a proliferation of low quality equipment which could prove expensive on external maintenance costs and time consuming on internal support.

In order to achieve openness in the area of PC selection and to create a supportable environment, PC's must satisfy the following criteria:-

Must be totally compatible with the existing population of PC's.

Must be totally compatible with network operating system software.

Manufacturers selected must be high volume suppliers and provide technical support.

ICT will, on a monthly basis, evaluate its recommended PC specifications against market developments, there will be three models, one for laptops and a low and high specification workstation.

6.2. Printers

The number of printers within the authority has now reached a level where service areas should review printing requirements and identify areas where in the past it has been considered an advantage for staff to have personal printers it should now be balanced against cost and the requirement for printed documents. Printer consolidation is now a policy of the Council.

Printer consolidation should also be applied to photocopiers. New generation photocopiers are now available which are networked.

The use of networked printer photocopiers will:

reduce costs in paper, cartridges and servicingmore efficient i.e. all networked staff can control photocopying from the desktop.reduce leasing costsreduce staffing costs

Networked printer photocopiers will be the main printing facilities for the authority. Printers will only be purchased where the requirements fall into one of the following categories:


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Highly sensitive information being printed on a regular basis e.g. audit, personnel.

High volume application printing required e.g. Council tax, Housing, Elections.

Specialist printing of high quality or large scale prints e.g. photographs, maps and plans.

Locations either behind locked doors or remote from the photocopiers e.g. CCTV, Central Control.

6.3 IP Telephones

ICT will, on a monthly basis, evaluate its recommended IP telephone models against market developments. Accessibility issues, with an associated risk assessment, will be the only exceptions.

6.4 Mobile Phones

ICT will, on a monthly basis, evaluate its recommended mobile phone models against market developments. Accessibility issues, with an associated risk assessment, will be the only exceptions.

6.5 Mobile Devices

Mobile devices cover two areas:

Mobile Email Devices

ICT will purchase only one model of this type of device, this will only change when the model is updated and replaced. Accessibility issues, with an associated risk assessment, will be the only exceptions.

Application specific mobile devices

Suppliers providing systems for these devices may specify that their system will only run on a particular device with specific capabilities, where this is the case then there will be no option but to use the specified device. Where there is a choice then the devices should be evaluated and where a device matches one already in operation then this device should be chosen as long as the functionality of other devices is not superior. Accessibility issues, with an associated risk assessment, will be the only exceptions.


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7. Security

Security is essential in order to protect the Councils information processing facilities, hardware, software and data, which are important assets. Confidentiality, integrity and availability of information are essential to the operation of the Council.

7.1 Protocols, Standards and procedures

The Council has adopted protocols, standards and procedures, in particular the Information Security Management Standards based on ISO27001 and ISO27002, which support the following objectives:-

To ensure that the Authority’s ICT assets - hardware, software and data - are

protected against theft, loss, damage, corruption and any unauthorised actions.

To ensure that all employees of the Authority are aware of the risks to which ICT systems may be subjected and of their responsibilities to minimise those risks.

To ensure the authority complies with the many and varied laws surrounding Information and communications.

7.2 Protection from malicious software (Virus Controls)

It is essential to ensure that the Councils network remains virus free, and that any penetration by any virus (or other malicious software) is immediately detected and the threat is contained and dealt with before any damage can occur. This is achieved through a multi tiered approach to the threat:

Ensuring current anti-virus software is always in place right across all Council Information Technology Assets

Ensuring that all users of Council Information Technology Assets follow procedures to reduce the risk of viruses accidentally being let in to the organisation.

Ensuring that the vulnerabilities that viruses generally exploit are not present anywhere on the Council network.

Ensuring that appropriate processes are in place to minimise loss and deal effectively with viruses that are detected

Standard anti-virus software shall be installed on all of Council’s servers, workstations, personal computers, laptops and notebooks, and automatic scanning for viruses shall be activated whenever such equipment is in use.

If (notwithstanding the protective measures being taken) a virus does enter the Council network then this shall be dealt with effectively and promptly by ICT so as to minimise risk to the Council.


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Additionally, all users of Council Information Technology Assets have a personal responsibility to play their part in protecting the Council network against malicious software.

In particular, users are responsible for ensuring that:

They do not inadvertently introduce a virus from an external source into the Council network.

When using Council Information Technology Assets, the equipment that they are using is running anti-virus software with up to date file definitions.

They report any suspicious incidents immediately by contacting ICT.

They follow any instructions received from ICT regarding dealing with a virus threat.

7.3 Vulnerability and Patch Management

ICT are responsible for keeping abreast of identifications of new vulnerabilities that could impact Council Information Technology Assets and for implementing patches accordingly. ICT is responsible for ongoing monitoring of new vulnerabilities.

For Microsoft Windows products Microsoft Software Update Services will be used for automatic updates.

For all other products periodic checks will be conducted on a regular basis to ensure that new vulnerability threats are identified and dealt with in a timely manner.

Patch implementation shall be conducted taking into account the need to minimise system downtime whilst still ensuring implementation of patches to all potentially impacted machines in a timely manner.

7.4 Government Connect

The Department of Communities and Local Government (DCLG) have implemented Government Connect (GC), which is a secure network delivering a secure infrastructure, linking all local authorities to each other and to central government departments and agencies.

In high-level terms, the major components of Government Connect are:

A core network that enables the linking of Local Authorities to each other and to Government departments, therefore providing a foundation for the secure exchange of sensitive information.

Mail – A secure email routing solution between Government bodies.


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A ‘single’ ‘multi-agency’ sign on and authentication vehicle that will allow ‘secure’ and ‘trusted’ online interaction with the citizen

The DWP, from 1st April 2009, mandated that the transfer of information to and from Local Authorities for benefits information would only be through Government connect, in essence this mandated the use of Government Connect by Local Authorities.

In order to gain connection the Council must comply with the Government Connect security standards and submit a return stating compliancy in March every year. The standards are many and extremely complicated

7.5 Email Anti-Virus

The Council utilises an Email Anti-Virus Service which protects the Council from known and unknown viruses which can be transmitted using emails as a medium, and can also block other email based threats such as phishing scams, Trojans, and worms. The virus protection service offers protection from known and unknown viruses using pattern protection techniques. This service is essential in order to enable the Council to avoid, as much as is possible, virus related costs such as system down-time, lost productivity and reputation damage.

7.6 Firewalls

The Council deploys firewalls between the Councils network and the Internet and external users in order to protect the Network providing protection against intrusions, targeted attacks and vulnerabilities.

Intrusions and targeted attacks may result in:

Loss of data Loss of reputation Loss of time Loss of service availability

7.7 Encryption

The Council deploys encryption technologies to protect the confidentiality, authenticity and integrity of information.

The following encryption facilities are in place:

Full-disk encryption to ensure that information remains secure when stored on laptops and tablet PC’s, the only exception is laptops which are only used for presentations. This would ensure that data on any of these devices if lost or stolen would remain secure.

Removable and mobile device encryption to ensure that information remains secure when stored on removable devices e.g. memory sticks and CD’s, and mobile devices e.g.


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PDA’s. This would ensure that data taken from Council systems can only be read using Council owned equipment.

Portable encryption to allow the transfer of data to another establishment by encrypting the data to include the software which combined with a password will un-encrypt the data for use. Email attachments may also be encrypted in this way.

It is also essential to control how users copy data onto removable media, such as USB drives and MP3 players, by restricting which removable storage devices can be connected i.e. only Council supplied equipment, and by ensuring these also are encrypted, this method of device Control automatically monitors usage, and blocks any unauthorised attempts to use these devices to transfer data. Floppy disk drives are used very rarely and these are blocked from use as encryption is not feasible with these devices.

7.8 Virus Alerts

On receipt of a Virus alert for a new destructive virus, users will be notified and the external E-mail and Internet system will be shut down while a full network virus check can be made and investigations made as to the origin and methods of dispatch and detection of the virus. The external E-mail and Internet system will be re-opened when a virus pattern update has been received and installed.


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8. Roles and Responsibilities - PROPOSAL

There is a need for clear governance arrangements to ensure that the Council’s ICT strategy and projects are delivered effectively, with sufficient priority within the Council.

The following structure encompasses staff from all levels within the authority to ensure full ownership of the ICT strategy. This structure will not only deliver the ICT strategy and projects but will continue to deliver future ICT programme plans and strategies.

8.1. The Cabinet

The portfolio holder for Corporate issues has been nominated as the member responsible for ICT and the member e-champion. The role of the Cabinet will be to approve the initial and future developments of the ICT strategy and its associated documents and any additional budgetary provisions required.

8.2. Senior Management Team

The responsibility of this team primarily is to support the ICT strategy, policies and procedures, by ensuring that all directorates participate in the identification of requirements for, and the development of the strategy. The team will be responsible for ensuring that all projects within their directorate and cross cutting projects are adequately resourced and that staff are given appropriate priorities for all projects. This team will be ultimately responsible for the success or failure of the Council’s achievement of its ICT strategy. The Chief Executive has been nominated as the officer e-champion.

9.3. Head of ICT

The responsibility of the Head of ICT is to develop the ICT strategy and its associated policies and procedures. The Head of ICT will report to the Corporate Management Team and the Cabinet to gain approval for developments of the strategy. The Head of ICT will be the lead officer of the ICT development group and will be responsible for the development and delivery of the programme plan.

Developments will be identified initially from a number of different sources, such as internal service developments, consultancy and audit reviews and specific changes in policy. The initial interpretation and assessment of requirements should be made by the Head of ICT who will decide the appropriate course of action. In order to maximise general performance, all minor projects, amendments or enhancements to existing systems within budget will, subject to the approval of the relevant Head of Service, be undertaken by the Head of ICT for expediency. Major corporate projects will be referred to the ICT development group. Major departmental projects will be managed by the appropriate group member, departmental representatives and appropriate ICT staff.


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8.4 ICT development group

The responsibility of this group is to develop and manage the ICT strategy’s projects. The ICT Development Group Remit is as follows:

Meetings

Monthly meetings will be held to discuss progress, achievements, proposed developments and issues. These meetings will have circulated minutes with actions agreed and designated to officers. Attendance at meetings should be formally arranged well in advance and be mandatory for all members.

Standards, Policies and Procedures

The group will:

Work together to develop and review ICT related standards, policies and procedures.

Be responsible for the adoption and dissemination of these throughout the Authority.

Competence, awareness and training

The ICT development group will identify appropriately experienced staff when project teams are defined, where gaps are identified staff will be appropriately trained.

The ICT development group should formulate a training plan to be included in their appraisals.

Project reviews

The ICT development group will perform project reviews.

Developments

The ICT development group will co-ordinate ICT developments and report proposals to SMT for approval.

Developments must be presented to the Head of ICT for consideration, minor developments may be approved at this stage, major developments will be referred to the ICT development group for approval. A proforma will be created which will contain the following:

Project definitionCostsStaffing implicationsBenefitsEfficienciesOutcomes


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Corporate implicationsTimescales

The group will have input to the yearly review of ICT and will inform the service development plan and the work force plan.


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9. Channel Strategy

The Council has always conducted business with its customers through a variety of channels. A survey of Nottinghamshire residents has identified that 54% of those surveyed have the use of a computer at home, this supports the requirement for electronic service delivery. E-business provides the opportunity to improve our services by offering new channels and enhancing existing methods in addition to existing paper based and other forms of communication.

The channel strategy defines the Council’s current position regarding the following channels:

9.1 Electronic data interchange

Information exchanged with external bodies should be examined for its suitability to be sent electronically over the internet or secure lines e.g. BACS payments. Where data is suitable and the receiving or sending party has the ability then electronic data interchange should be developed.

9.2 Web enabled services

The e-business environment provides us with an opportunity to offer all appropriate services over the internet. Where the volume and legislation requirements justify the investment, we will develop an e-business capability for all types of activity.

9.3 Home / Site Visits and Contact

Hand held devices will be used where the volume of transactions are high enough to justify the development.

Remote access facilities have been developed for remote and home working. The Council intends that these facilities will be developed for home and site visits in order to reduce paperwork, make these related processes quicker and more efficient, and as a result increase customer satisfaction. Mobile GIS and spatial data will be included to enable the plotting and referencing of real world elements.

9.4 Home Working

Remote access facilities have been developed for the purpose of home working. The Council currently has occasional home working standards. It is envisaged that these standards will develop in the future when departments identify areas suitable for full or part time home working.


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10. ICT Purchasing

10.1 Acquisition Policy

An acquisition policy is necessary to ensure that computer equipment and software purchased meets the ICT strategy requirements and is in line with the Council’s procurement policies. Volume purchase orders, which reduce costs, are also a benefit of central purchasing.

The Computer section is responsible for ordering all computer equipment and software and any associated maintenance this ensures that the necessary standards are adhered to.

ICT will use the OGC buying solutions framework wherever possible.

Breaches of this policy will be treated as per the Information Technology Security Protocol and may result in disciplinary action being taken.

10.2 Shared Services

A shared services culture relating to the IT infrastructure is one of the key transformations of the DCLG’s Transformational Government agenda.

All ICT acquisitions should be examined for their potential for shared services. The categories of shared services arrangements which should be evaluated for purchases of ICT hardware and software are as follows:

Hardware

There are two possibilities for shared services regarding hardware:

Collaborative procurement whereby authorities join with others on infrequent high cost purchases e.g. Mobile phone contracts, UNIX processors.

Collaborative procurement where authorities standardise on equipment purchased regularly such as PC’s and jointly procure a call off type contract.

Software

There are two possibilities for shared services regarding software:

Collaborative procurement whereby authorities join with others in the purchase of software.

Joint service delivery between local authorities this may include some or all of the following functions:

The ICT software and hardware platform and the support function. Joint service delivery of the back office function.


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Joint service delivery of the front office/ customer facing function.11. Technical & User Support

Technical support for the maintenance and operation of the Council's network is provided by the PC / Network Support Manager and team. Technical support for the RS6000 applications is provided by the ICT development manager and team.

The technical support strategy is divided into the following areas:-

11.1 Hardware

Maintenance contracts should be arranged for the core computer equipment in order to minimise down time for critical applications.

The core equipment is as follows:

RS6000 ProcessorsTelecommunications LinesNetwork Servers

Equipment faults or installations not covered by maintenance agreements will be repaired on a time and materials basis, the cost of which will be the responsibility of the department concerned.

11.2. Software

Software support contracts should be arranged for systems software and critical application packages.

a) RS6000 application packages.

The systems and programming team will provide assistance to the user in order to resolve problems and where necessary contact the package provider when the responsibility lies with the supplier.

b) Systems software - RS6000 and network software.

The systems and programming team will provide assistance to the user in order to resolve problems and where necessary contact the software provider when the responsibility lies with the supplier.

c) PC software applications.

Users select applications for their PC's based on functionality, therefore the resulting mix of applications throughout the Council is very diverse. It would be an impossible task to support all of the applications centrally, therefore users selecting applications must be in a position to take ownership and support themselves, with help from the


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supplier and the in-house technical support team where the interface between the package and the systems software is involved.

12. Risk assessment and risk management

ICT projects are not without risk and therefore it is imperative that the Council has a risk assessment and risk management procedure.

At the project definition stage a Risk Assessment Management Form will be completed by the project manager and the ICT Manager. This form will be retained in a Risk Register file. The ICT Manager and/or the ICT Network Support / Development Manager as appropriate will review and update the risk register monthly with the project managers in order to monitor the implementation plans to ensure that any problems or delays are notified to the appropriate groups and that the plans are adjusted or additional resources obtained as appropriate.

The Risk Assessment Management Form will identify the critical areas of risk with an indication as to whether the risks are low, medium or high. The critical areas of risk identified are:

IT Infrastructure – A technical infrastructure that is capable of handling the volume and type of transactions associated with the project.

Culture – The ability of the organisation to make the changes to incorporate theculture needed to sustain the project.

Resources – The ability of NSDC to maintain business as usual whilst implementing the project and the current lack of available funds.

Skills – Especially the specialist skills required to implement the project. A skills audit should be carried out in order to identify suitable staff for training and additional staff requirements.

Corporate planning / management – To ensure projects are appropriately aligned with the rest of the business of the Council. Technical risk – The delivery of the project depends on implementing technical solutions which are new to the Council and in some cases may not yet completely defined or indeed available

Security – The project poses new risks regarding the security of systems and the confidentiality of the information held within systems. Delivery of new information services that provide better access, ‘depth’ of access and flexible geography may pose problems in ensuring that the disclosure of information about individuals and businesses does not compromise confidentiality.


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Legislation – Electronic provision of some services that could be offered by the Council may require primary legislation e.g. online voting. This may delay the implementation and effectiveness of some projects.


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13. Green ICT

Faced with increasingly urgent warnings about the consequences of the projected rise in both energy demands and greenhouse gas emissions, ICT are focusing more attention than ever on the need to improve energy efficiency.

The message is clear: Energy costs are rising, supply is limited. Green strategies and technologies exist today to help optimise space, power, cooling and resiliency while improving operational management and reducing costs.

13.1 Printer Consolidation Printer consolidation has been implemented, where possible, with the use of MFD’s (multi function devices) to reduce paper usage by enforcing duplex printing, restrictions of colour printing, cartridge costs, toner costs, maintenance costs, power consumption, number of network switches, replacement printer costs.

13.2 LCD Monitors

Cathode ray tube (CRT) monitors have been replaced by the newer LCD monitors and only LCD monitors will now be purchased. CRT monitors not only use more power but are difficult to recycle as they contain hazardous materials and there are few disposal facilities able to accept CRT waste.

13.3 Power Efficient Hardware

Hardware replacements are being made with more power efficient units. PC’s and laptops have been completely replaced. Network switches will be replaced shortly. The remaining equipment will only be replaced when replacement is necessary as to do so at once would increase the manufacturers’ carbon emissions unnecessarily.

13.4 Server Virtualisation

Server virtualisation is a technology designed to enable multiple application workloads – each having an independent computing environment and service level objectives – to run on a single machine. This eliminates the approach of dedicating a single workload to a single server – a practice that yields low utilisation rates – and allows virtualised servers to function near maximum capacity. A virtualised environment also is more resilient than a dedicated server environment. Component failures can be automatically managed, and the workload restarted. What’s more, resources in a virtualised environment can be managed from a single point of control, improving operations.

Virtualisation is a tremendous ally in reducing heat and expense—simply because it means that fewer servers are needed. Servers use energy and give off heat whether they’re in use 100 percent of the time or 15 percent of the time, and the actual difference in electrical consumption and heat generated between those two points is not significant. This means a server that is only 15 percent utilised will cost as much to run as a server that is fully utilised.


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The Council has begun the server virtualisation process and will virtualise all appropriate severs within the next two years. Some servers, due to functionality or supplier support, cannot be virtualised at this time. The process is not as simple as it may appear as full user testing needs to take place and load balancing between virtual and actual servers is extremely important to ensure that applications are working at their maximum capacity. 13.5 Storage Virtualisation

Storage virtualisation is used to combine storage capacity from multiple systems and severs into a single reservoir of capacity that can be managed from a central point. Just as server virtualisation reduces the number of servers needed, storage virtualisation reduces the number of spindles required, increasing the total amount of available disk space and optimising utilisation rates. Storage virtualisation can also improve application availability by insulating host applications from changes to the physical storage infrastructure.

The Council has begun the storage virtualisation process and will virtualise all appropriate data within the next two years. Some data, due to usage or supplier support, cannot be virtualised at this time. This process will take place alongside server virtualisation.

13.6 Virtual Desktop Integration

Virtual Desktop Integration (VDI) is used to replace traditional PCs with virtual desktops that run on servers in the data centre. Administrators can provision new desktops in minutes, giving users their own personalised desktop environments while eliminating the need for retraining and application sharing. This approach helps to reduce the total cost of ownership (TCO) for the desktop infrastructure, extends the life cycle of the hardware and helps ICT to respond more quickly to business needs.

Some authorities are considering Virtual Desktop Integration (VDI) or other thin client technology. There is a general opinion that it is too early for this technology and that costs outweigh the benefits at present. This is certainly not a viable option at present due to the workload already planned for the server and storage virtualisation projects. This technology should be investigated when more mature.

13.7 PC Energy Saving measures

Forced shutdown out of hours for PC’s and Laptops is in place. Some PC’s need to be left on e.g. CCTV, therefore care must be taken to ensure that the essential PC’s are not switched off.

Monitors are switched automatically to standby if not used for a time limit.

PC’s switch to standby if not used for a time limit.


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13.8 Replacement of equipment

Avoid unnecessary replacement of equipment and replacement cycles have been extended to reduce the environmental impact of emissions from manufacturing.

The Council has always had a policy of replace when broken or beyond economic repair where operationally possible. This policy may not be possible when new software requires hardware replacement or the upgrade of a core part of the network requires updates in other areas in order to operate. Equipment replaced, where upgrades are required for operational reasons, may be suitable for other uses and if so then the equipment is re-used.

Next generation ICT equipment is now being produced which has the ability to switch off lights when in use. This reduces power usage and heat production. This equipment will be purchased when replacements are made.

13.9 Mobile devices

Mobile devices, in particular phones, have a relatively short life due to users wishing to exchange old models for new. Mobile devices are not replaced unless broken. Any replaced due to increased functionality requirements will be re-issued to another user.

13.10 ICT Equipment Recycling The Council and its employees have a responsibility under several EU Directives, including the Landfill Directive, the Waste Electronic & Electrical Equipment Directive (WEEE) and the Hazardous Waste Directive, to ensure that final disposal of all Waste Electronic and Electrical Equipment is responsible and traceable. In order to meet this obligation, it is the responsibility of the Council to maintain registers of ICT equipment and to recycle disposed equipment according to the WEEE directive.

NSDC has full asset registers and a disposal protocol which complies with the WEEE directive.


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14. Future Developments

The following are the key issues and projects which need to be addressed or considered during the life of this strategy.

ICT/Corporate Projects

Network Remediation

Following an external assessment, the extent of vulnerability and decay in the current network and infrastructure was made apparent. This resulted in a capital scheme programme being established to address the issues highlighted, the most critical item being the complete replacement of the whole switch estate to provide an up to date, efficient and effective network and a platform from which to build, including the implementation of a Voice over IP (VOIP) telephone system. Part of this is also to replace the existing IP address range with a RFC compliant schema and strengthens the communication links to the satellite sights.Project Status – underway, installation Nov 2009

Replacement Telephony System

The existing telephony platform has been in existence for in excess of 10 years and feedback from successive CPA reports and service area requirements has resulted in a capital scheme programme being established to replace the existing infrastructure with a VOIP provision.Investigation and consultation are in progress to establish the Council’s requirements, both now and in the future, particularly in the areas of system functionality, handsets, contact centre technology and CRM integration.Project Status – underway, installation Apr 2010

Virtualisation Programme

As a direct result of the investment made in the core server environment and infrastructure as part of the IT Migration Project, a virtualisation campaign has been developed. This will result in a significant reduction in our total server estate, reducing costs in areas such as energy consumption, backup licenses, tapes and devices, air conditioning requirements and space requirements. It will be improve our ability in a disaster recovery incident and provide greater resilience.Project Status – underway, phase 1 completes March 2010

Website & Intranet Development

It is recognised that the website will grow and develop as an access channel, enabling customers to self serve, carrying out their transactions at a time convenient to them and also providing efficiencies to the Council. A project has been commissioned by Changing Focus to replace the existing web content management system and review the design, structure and content of the corporate website.Project Status - underway


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Replacement Helpdesk System

The existing system is not ITIL compliant and does not lend itself to the continuous improvement culture we are trying to implement within ICT. Following discussions with Mansfield DC the decision was taken to jointly develop a system which would provide a system which will improve the experience of users raising and monitoring progress on calls and form the basis of an information library for technical staff. It will also provide management information on our response times against our SLA, help to highlight performance issues and support change management, configuration management and service level management processes.Project Status – under development, in testing at both sites

Mobile & Flexible Working

Several service areas have highlighted this as an area for development and linked to the Workforce Development Plan, the Council is working to facilitate greater flexibility in working arrangements for staff. This could take the form of home-working, hot-desking, mobile working and could aid staff retention, reduction in travelling time and costs, increased productivity, lower Co2 omissions, reduction in accommodation requirements.Project Status – Under investigation

Government Connect & Security

The Council achieved successfully signed off against the 96 criteria of Code of Connection (CoCo) 3.2 on 27th March 2009. The criteria are mainly around security implications

CRM

To be advised

Service Area Projects

Service Areas have been asked to identify and classify ICT Projects under the following headings:

Projects already underway Aspirations Investigatory Areas Shared Services Aspirations

The table below details the developments planned/desired and possible future considerations.


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Service Area Project TimescalesDefined Projects Finance – AccountancyDevelopment of Purchase Ledger system to redefine how invoices are handled –

to streamline the processEarly 2010

Development of the Capital Management System, - module to allow for better regulation of capital and property spend

Late 2010

Finance – Exchequer Electronic mileage forms – allowing officers to input their mileage from their desktop, with an authorisation process in place

Q4 2009/10

Connection to the National Bus pass database to replace current in house access database

Q4 2009/10

Finance – Revenues Upgrade of the Cash Receipting system – to improve functionality and enable the taking of debit card transactions from the desktop

Q4 2009/10

Online Benefit forms Q4 2009/10Development of Open Access – whereby residents can log on and view their Council Tax balance or benefit claim

Q1 2010/11

Planning Service enhancements in the use of email regarding correspondence as opposed to post – driven through back office system

Ongoing

Development of links between the Planning Portal and DIP Awaiting supplierEconomic Development Development of tourism website presence ongoingLeisure & Culture Loyalty points scheme across Leisure & Culture, include expansion of the Active

card to the Museum & Theatre2010

Online bookings developments Q3 2009/10Expansion of Touchbase system to assist with retention to all sites Q3 2009/10Update of the kiosk at the Grove LC to allow for self serve access for classes Q3 2009/10

Risk & Resilience IP Convergence – conversion to a single digital network, could bring in substantial revenue

Q4 2009/10


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Aspirations Finance - Accountancy Financial Performance Management desktop reporting for senior management – enhancing the existing Business Objects to give the ability to extract real time financial management informationDevelopment of one corporate property database to cover all aspects of property managementPurchase of specific timesheet costing and recharging systemBudgeting module for current financial management system

Finance – Exchequer Payroll system upgrade – sickness absence data to be input by services areas- Electronic input of timesheets- Electronic payslips

Finance – Revenues Mobile working for inspectors and fraud officersMigration from existing DIP system to integrated system within Revenues and Benefits software application

Planning Further developments on e-planning website to accommodate further online consultation and integration with back office system with regard to submissions of comments/response. Including a password protected area to a new Building Control consultation site for statutory consultees. Develop spatial searching rather than textual on e-planningE-forms integration with back office systems and ability to create these in a usable formatExtension of the online payment facilities to all areas of the service

Leisure & Culture Mobile devices for outreach workers, sports development & ArtsPersonnel As part of the Workforce Development Plan work we need ICT to be and provide

the ability to: be flexible with the ability to work from home and mobile, provision of support to these officers


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Investigatory Areas

Finance - Revenues Use of text messaging to issue reminders of payment dates, court dates etc.

Planning Currently investigating ‘TwitterPlan’ – allows the public, through Twitter, to request automated notifications regarding planning applications in a user defined area/village/townMobile working for Building Control, Enforcement, Tree worksUse of text messaging to inform service users of progress of applications and booking of site inspectionsHome-workingOnline booking system for site inspections for Building Control

Economic DevelopmentDynamic email system to contact customers to advise them of opportunities as they arise – would require an extensive contacts database

Leisure & Culture Use of text messaging to advertise promotions, classes, changes to the programmed scheduleEmail newslettersWeb page framework and online forms

Risk & Resilience Remote working and lone working to support especially Community Safety staff in evening workingPotential developments in AIMS around the Place SurveyVideo Conferencing – to reduce travel time & costs and omissionsUse of text messaging software – could be used in emergency planning incidents, community safety campaigns


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Shared Services Aspirations

Finance - Accountancy Further development of the existing Purchase Ledger system – ability to receive invoices electronically and/or to scan invoices at point of receipt to create and electronic invoice for processing – this would not feasible for any Authority of this size, with the total number of invoices received but could be developed with partners

Planning Greater integration with partnered Local Authorities – e.g. a Blackberry which integrates with both sites email and diary systems

Economic DevelopmentPotential of the BIC management coming back in-house – could be a joint arrangement with NCC

Risk & Resilience The potential investigation and procurement of auto number plate recognition cameras


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Corporate Support Documents

Corporate PlanDepartmental Service PlansICT Service Plan

Supporting Policies, Procedures, Standards etc.

ICT Disaster Recovery ProtocolE-business StandardsE-mail ProtocolICT Complaints ProcedureICT Strategy - User GuidelinesInformation Security Management StandardsInformation Technology Release protocolMobile and Landline Communication ProtocolICT Project Management ProcedureInformation Technology Security Protocol Information Technology - Service Management StandardsSystems and Programming Specification StandardsSoftware Patch ProtocolICT Password ProtocolWEEE ProtocolGCSx User Protocol


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Document Attributes

Document InformationTitle ICT StrategyFile Location K/tt/file_convert/5e6addb39ce4f553fa2db7ad/document.doc

DescriptionThis strategy defines the Council’s strategic approach to the development of Information and Communications Technology (ICT).

Author Head of ICTDate Created August 2009Last Review Date N/ANext Review Date April 2011

Document HistoryDate Summary of Changes VersionAugust 2009 Full revision of the strategy 1.0

Document ApprovalDate Job Title of Approver(s) Version

DistributionName / GroupICT Service

CoverageGroupsAll Employees via the intranetAll Members via the intranet
