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Contents Page
Introduction and Vision 3
Strategy 6
Strategy on a Page (summary of strategy principles) 21
Overview of appendices 22
Introduction and Vision
Introduction
Information and Communications Technology (ICT) now plays an essential role in the life of
everyone and in particular the work of the Council. It is a significant Council resource supporting
and delivering many areas of the business and is a key tool for business transformation and the
further development of services. This has been recognised by its inclusion as a major theme
within the Council’s Leading Edge organisational development strategy (ODS).
It is important to understand that ICT is not in itself a solution but rather should be viewed as a
crucial facilitator for innovative solutions. ICT allows ‘thinking outside of the box’ and opens up
the sharing of knowledge, the streamlining of systems and the setting and monitoring of
standards such as data sharing protocols, data quality, etc.. These benefits will only be achieved
if major business process re-engineering (BPR) is undertaken as part of the ODS programme.
These BPR processes should follow a corporate standard for both the method and
documentation.
All service areas have had the opportunity to contribute and comment on the strategy throughout
the process of its development.
The planned and effective adoption of ICT can allow services to adopt new working practices
and deliver services in innovative ways. Workflow processes can be defined and enforced,
ensuring the integrity of the process and leading to speedier service delivery. ICT also widens the
scope for information sharing and exchange, users both within and external to the Council can be
given access to only the information that they require, whilst allowing a complete picture of the
citizen/client to be maintained. The adoption of a Customer Relationship Management (CRM)
system is a good facilitator for this.
The Government previously recognised the importance of ICT in the delivery of both central and
local government services and set all areas of government the target of electronically enabling all
relevant services by 2005, ‘in ways that customers will use’. This has been followed by the
Transformational Government (Enabled by Technology) strategy. Working with this agenda it
will not be sufficient to simply facilitate electronic services, it will also be necessary to ensure
that the ‘take up’ of these services is maximised.
The last few years has seen some fundamental changes in ICT, which has made what would have
seemed impossible and impractical a few years ago now deliverable. The Internet has made
connection on a world wide basis both possible and desirable. The improved connectivity, which
has come with the expansion of the Internet has brought about the most profound change in
information access and communications. The Council must embrace the opportunities now
available to maximise the benefits of technology to the citizens that it serves.
This strategy addresses the technological and support elements of ICT and also links these to the
delivery of service outcomes. Issues such as: data input, data sharing, automation, mobility and
integration have all been included.
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The Strategy is underpinned by strong governance arrangements, an annual delivery plan, annual
project planning and specific project plans, a Technical Infrastructure Strategy and Application
Portfolio Analysis. These documents are attached as appendices to the Strategy.
Strategic Principles
The strategy embraces the concepts of integrated communications, open systems, data
management and security, ease of use, training and support. It must also support and complement
the Council’s and Departments business strategies and link to both the HR strategy and financial
plan.
There will also need to be a close working relationship with the Information Governance Team
who are responsible for devising and implementing policies and guidance on all information
managed throughout the council and for ensuring compliance with Access to Information
legislation, such as Freedom of Information Act 2000 and the Data Protection Act 1998. The key
areas of work where such collaboration is critical and mutually beneficial are outlined in
Appendix 8 but particularly concern areas where ICT can facilitate and support the enforcement
of best practice in corporate governance and where Information Governance can support
integration and interoperability objectives of ICT. Such collaboration will ensure that there is
alignment of both policies and practices across these areas.
ICT must of course be aligned to the needs of the business. Strong Governance and Leadership
are required to ensure that it remains focussed on meeting such needs. The use of ICT as a key
enabler to transform and change the business must be accepted at all levels of the organisation
and ICT must be viewed as corporate and strategic asset to the Council.
Best Value principles will be applied when providing and acquiring ICT Services, solutions,
hardware or software. A supporting business case and cost/benefits analysis should be prepared
for all systems and succession planning and financial arrangements for equipment and systems
must be in place.
Crucial elements of the strategy include:
• The Darlington & Stockton Partnership to deliver:
o Capacity & resource
o Focussed business engagement, support and advice
o Dedicated strategic roles
o Future economies and efficiencies in both ICT and business areas through joint
working
• A centralised, strategic budget to:
o Allow improved planning of ICT investment
o Allow improved procurement
o Minimise any silo based budget use
• Provision of the correct ‘tool sets’ and training to improve the Council’s ability to deliver:
o Flexible working
o Integration
o Workflow
o Joint working
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• Improved business processes through:
o Robust business cases
o Rigorous programme & project management
o Benefits realisation
o Channel development
Vision Statement
The prime aim of this strategy is:
“To enhance service provision via a range of ICT solutions and
ensure that service users have access to the information and tools
that they need at a time and in a format that is convenient to them.”
Please note that this vision is set within the council’s financial capability and within its corporate
priorities.
ICT Strategy
The vision for what Darlington needs to look like in 5-10 years time will be set out in our new
community strategy. We already know, through a period of reflecting on future demands and
opportunities that we need to work differently in the future. This is summarised in the ‘egg’
below which shows 4 key areas in which we need to work if we are to deliver the vision:
promoting the borough and the council; influencing public services; providing excellent services
and championing the needs of communities and customers.
The ICT strategy uses this approach as its base and seeks to align ICT services, support and
development to the four key areas. The introduction to the ODS identifies ‘Providing Public
Services’ and ‘Champion for the interests of the citizen’ as being the two areas where ICT will
make the most contribution, stating:
“The major contributions from ICT will be to gaining better intelligence to plan and deliver
services. Getting more people in the field and enabling greater self service will help us
champion the needs of customers.”
The outer ring of the egg diagram below shows that whilst it is true that the major contribution
from ICT is in the areas identified above, ICT will also make valuable contributions to the other
two key areas.
It should be understood that the terms ‘ICT’ and ‘Customer Services’ within this document refer
to these areas in their widest sense and not to the Council’s structures that bear these names
In addition to the need to support the Council’s ODS, recent work undertaken with the NCC
Group in developing a business case for the ICT strand of the Darlington and Stockton
Partnership led to both council’s ICT being described as top performing ‘utility’ services. The
following diagram shows how the NCC Group assessed the councils on a maturity road map.
Whilst, in fact, both councils have elements of each of the Levels within their current service, the
overall assessment of where we are positioned is considered to be a fair one.
The ICT strategy therefore seeks to move the ICT service along the maturity road map and in
particular, the Darlington & Stockton Partnership is seen as crucial for this. Darlington ICT
service, whilst delivering an excellent ‘utility’ service does have a challenging resource level and
has in the past suffered from the lack of a corporate approach to strategic investment, particularly
in the infrastructure area.
The partnership has been designed to deliver:
• A staffing structure that will give improved customer engagement and more strategic
planning and investment
• Increased capacity
• Strategic resources
• Improved governance and security
• Standardisation of infrastructure and systems across both councils, already there are several
areas of commonality and work has started in other areas to align systems, e.g.:
o Cisco networking equipment
o Microsoft products in both councils,
� including desktop, network security and e-mail
o Dell Hardware
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o Lagan Frontline CRM system (a joint procurement process by Darlington and
Stockton which pre-dates the partnership)
o ESRI GIS technology
o Adoption of PSE HR/payroll system
o Adoption of Aggresso Financial system
• Opportunities for improved contract and licensing arrangements
Another key driver for the ICT Strategy is Transformational Government.
In November 2005 the Cabinet Office’s e-Government Unit published a strategy document
entitled Transformational government – enabled by technology. The strategy can be found at
http://www.cio.gov.uk/transformational_government/strategy/index.asp
This was followed by an implementation plan and timetable
http://www.cio.gov.uk/transformational_government/implplan/
This identified 3 key transformations that are required to achieve the vision for 21st century
government enabled by technology:
• Designing services around the citizen or business
• Moving to a shared service culture, releasing efficiencies through standardisation,
simplification and sharing
• Improving Government’s ability to plan and deliver ICT-enabled change
The following sections take each of the key areas of the ODS and show how ICT will contribute
to and support the delivery of them. The strategy focuses on high level aims and outcomes with
greater detail provided in the appendices. An overview of the content of the appendices is
included at the end of this strategy section.
Facilitator /enabler
ICT will:
• specify, procure, implement, support and develop a robust, flexible and resilient
infrastructure and systems platform
• ensure that the council meets its legal obligations with regard to software licensing also
consider and recommend the most cost effective licensing models
• maintain an inventory
• ensure that the ICT infrastructure and systems have high availability and that security
backups and procedures are in place, supported by disaster recovery plans
• seek to attain the ISO17799 security accreditation
• provide a well trained and professional ICT workforce
• provide a cost effective and efficient service to its customers
• provide vendor management for all ICT partners, suppliers and contractors
Accessibility
ICT will:
• ensure that suitable Remote, Mobile and Flexible working solutions are researched,
specified, procured, implemented, supported and developed in conjunction with its
customers
• ensure that channel choice is available through the following:
o Web, E-mail, text messaging, voice, video, etc
o Automation of processes to allow workflow to be developed
o Data to be collected once and shared across the council and with other partners
and agencies, subject to suitable controls over access and Data Protection
adherence
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o Public access through the council’s website to information and self serve
capability
o Assist the council with its community engagement initiatives
o Assist the council and its partners to provide accessible IT facilities within the
borough and ensure that its websites and portals adhere to accessibility guidelines
and best practice
o Enabling electronic communication across the council and its partners and also
with and for the citizens
o Ensure that the council’s ICT facilities are well communicated to staff, partners
and citizen’s
• ensure that suitable integration solutions and tools are available to the council and its
partners to enable integrated service provision to both staff and citizens
• support social inclusion through suitable ICT and web based facilities
Business transformation
ICT will:
• ensure that a formal project management methodology based upon Prince2 is used for all
ICT projects and that this fits with the council’s overall project management
methodology
• assist to develop Business Intelligence by utilising the CRM system, integration
solutions, standard file formats and reporting tools
• link IT systems to provide an holistic view of customers and information
• identify innovative technologies to aid the implementation of new working methods,
processes and in the delivery of efficiency gains
• exploit best practice, standards and technology
• provide support for business innovation, performance and the pursuit of awards
• assist with BPR where appropriate
Communication
ICT will:
• ensure that suitable channels/forums are in place to facilitate business & customer liaison
• participate in suitable networking forums, including benchmarking, professional and
interests groups
• encourage customer participation by keeping them informed and seeking their views
• strive to offer the best possible customer care
• consult as widely as possible on all key issues
• support and assist community engagement
Governance
ICT will:
• ensure that suitable staffing, reporting, project and decision making structures are
implemented
• plan capacity, by using the service planning and project planning processes
• ensure that robust financial planning is performed for ICT and contribute to the MTFP,
Capital bidding process and revenue budget planning
• make recommendations to the Corporate IT Working Group on long term ICT goals and
related investment/efficiencies
• ensure that it supports and adheres to Information Governance arrangements
Partnership and collaborative working
ICT will:
• enable secure data sharing across the council and with other partners and agencies,
subject to appropriate controls over access and Data Protection adherence, by the
procurement and adoption of suitable software tools
• actively assist with the development of protocols, e.g. data sharing, security, etc.
• enable integrated service provision
• adopt suitable authentication system(s) to enable shared authentication and verification to
be adopted between the council and partners
• fully participate and support partnership working
• fully participate and contribute to regional working
Darlington Stockton Partnership
ICT will
• fully participate in the development of the business case
• be proactive in the promotion of the Partnership
• work with colleagues in Stockton to develop an implementation plan
• ensure a smooth transition to the partnership (if it is implemented)
• seek to ensure that the benefits of the Partnership are realised
Current position
• there is currently a robust and reliable infrastructure in place but additional resilience and
security will further improve this
• an inventory of hardware and licences exists and work to automate the collection of data
is underway together with a review of our licensing model
• a well established appraisal and personal development process is in place
• pilot projects for home working, mobile working and remote working have all been
undertaken
• a channel migration strategy is being developed
• web site established with good content and some web based transaction are in place and
the ‘self serve’ module of the CRM system has been purchased
• some community access facilities available
• some integrations in place, tools for development of integration being procured, BPR
work underway in several areas
• project management framework is in place
• governance arrangements are in place
• joint working within some areas already established e.g. joint commissioning teams, and
youth offending team
• joint project team for Darlington & Stockton Partnership
What we are seeking to achieve
• a flexible and resilient infrastructure that is ISO17799 compliant
• a flexible, cost effective licensing model that does not inhibit development and
innovation e.g. MS Enterprise license, DBC/SBC joint licensing arrangements
• continual staff development and evolution
• secure and resilient, remote, mobile and flexible working solutions
• a variety of suitable channels to be available to all stakeholders to facilitate improved
communications and service delivery
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• website(s) that is/are fully transactional (as defined by SOCITM) and meets the key tests
on Usability, Usefulness and Usage
• improved community access
• improved business processes that are customer focussed and supported by suitable
integration where feasible
• project management embedded at all levels within the organisation
• robust governance arrangements across both councils
• more joint working and shared assets such as networks, PCs and systems
• a successful transition to and development of the Darlington Stockton partnership
How will we achieve this?
• improved capacity and job focus through the Darlington & Stockton partnership
• improved stakeholder focus
• benefiting from Stockton expertise in ISO17799 process
• investment in staff training, hardware and software
• a strategic approach to ICT funding that will allow longer term strategic investment
decisions to be made
• increased negotiating strength through the partnership
• continued training investment and skills assessment using process such as SFIA (Skills
for the Information Age)
• implementation of well researched and tested remote, mobile and flexible working
infrastructure
• a focussed and skilled web support team with a suitable investment budget
• supporting the Community Engagement strategy and working with partners
• working with the change management team
• iterative business process reviews
• implementation of integration skills and tools within the council
• introduction of MicroP2 and other project tools, with training programme
• redesigned governance with improved stakeholder engagement
• establish and agree protocols for areas such as data sharing, security, etc.
• strong business case for the partnership with clear transition plan and committed and
trained workforce
It is considered that the following areas, which are described in detail in the above section that
relates to Providing Public Services, equally apply to this key area.
Facilitator /enabler
Accessibility
Business transformation
Communication
Governance
Partnership and collaborative working
Darlington Stockton Partnership
In addition to the above, the following areas will also contribute to the delivery of this key area.
Customer care
ICT and Customer Services will:
• provide a well structured and customer focussed website
• provide self serve facilities via the Council’s website, including if necessary secure
access to personal information through the adoption of a suitable authentication tool
• optimise the CRM system to improve the customer contact experience
• optimise the telephone system to offer self help and improve the customer contact
experience
• provide an integrated service to the customer by offering a linked front/back office
experience
• provide self help facilities in the Customer Service Centre
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Consultation
ICT & Customer Services will
• ensure that facilities exist on the website to enable on-line consultation to take place
• assist with the provision of customer facilities such as kiosks, etc in places that
encourage consultation and participation
Social inclusion
ICT & Customer Services will
• assist the council and its partners to provide accessible IT facilities within the
borough and ensure that its websites and portals adhere to accessibility guidelines and
best practice
• enable electronic communication across the council and its partners and also with and
for the citizens
• ensure that the council’s ICT facilities are well communicated to staff, partners and
citizen’s
• support social inclusion through suitable ICT and web based facilities
Current Position
• web site established with good content and some web based transaction are in place
• the ‘self serve’ module of the CRM system has been purchased
• CRM system implemented
• some front/back office systems linked
• on-line consultation available on website
• Darlington Partnership (LSP) site available
• some community access facilities available
What we are seeking to achieve
• a variety of suitable and secure channels to be available to all stakeholders to facilitate
improved communications and service delivery
• website(s) that is/are fully transactional (as defined by SOCITM) and meets the key tests
on Usability, Usefulness and Usage
• improved community access
• improved business processes that are customer focussed and supported by suitable
integration where feasible
How will we achieve this?
• improved stakeholder focus
• investment in staff training, hardware and software
• implementation of well researched and tested remote, mobile and flexible working
solutions
• introduction of suitable authentication, e.g. Government Connect
• a focussed web support team under the management of a webmaster with a suitable
investment budget
• supporting the Community Engagement strategy and working with partners
• working with the change management team
• iterative business process reviews
• implementation of integration skills and tools within the council
Collaborative working
ICT will:
• implement integrated services within the council and work with partners to allow
integrated working across agencies
• introduce an authentication process within the council which will also allow shared
authentication between partner organisations
• enable secure data sharing across the council and with other partners and agencies,
subject to appropriate controls over access and Data Protection adherence, by the
procurement and adoption of suitable software tools
• actively assist with the development of protocols, e.g. data sharing, security, etc.
• fully participate and support partnership working
• fully participate and contribute to regional working
Best practice and innovation
ICT will:
• identify innovative technologies to aid the implementation of new working methods,
processes and the delivery of efficiency gains
• exploit best practice, standards and technology
• provide business support for innovation
Community engagement
ICT will:
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• ensure that channel choice is available through the following:
o web, E-mail, text messaging, voice, video, etc
o automation of processes to allow workflow to be developed
o data to be collected once and shared across the council and with other
partners and agencies, subject to suitable controls over access and Data
Protection adherence
o public access through the council’s website to information and self serve
capability
o assist the council with its Community engagement initiatives
o assist the council and its partners to provide accessible IT facilities within
the borough and ensure that its websites and portals adhere to accessibility
guidelines and best practice
o enable electronic communication across the council and its partners for the
benefit of its citizens
o ensure that the council’s ICT facilities are well communicated to citizen’s
• ensure that suitable integration solutions and tools are available to the council and
its partners to enable integrated service provision to citizens
• support social inclusion through suitable ICT and web based facilities
Current position
• joint working within some areas already established e.g. joint commissioning teams,
and youth offending team
• some integrations in place, tools for development of integration being procured, BPR
work underway in several areas
• signed up to one year trial of Government Connect for authentication and secure e-
• engaged with Information Governance team
• joint project team for Darlington & Stockton Partnership
• active participation in the SOCITM North East group
• pilot projects for home working, mobile working and remote working have all been
undertaken
• a channel migration strategy is being developed
• web site established with good content and some web based transaction are in place
and the ‘self serve’ module of the CRM system has been purchased
What we are seeking to achieve
• more joint working and shared assets such as networks, PCs and systems
• improved business processes that are customer focussed and supported by suitable
integration where feasible
• a variety of suitable and secure channels to be available to all stakeholders to facilitate
improved communications and service delivery
• improved cross-council and external working
• website(s) that is/are fully transactional (as defined by SOCITM) and meets the key tests
on Usability, Usefulness and Usage
• improved community access
How will we achieve this?
• improved stakeholder focus through the introduction of focussed Account Managers and
Project Office
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• investment in staff training, hardware and software
• implementation of well researched and tested remote, mobile and flexible working
solutions
• introduction of suitable authentication, e.g. Government Connect
• a focussed web support team under the management of a webmaster with a suitable
investment budget
• supporting the Community Engagement strategy and working with partners
• working with the change management team
• iterative business process reviews
• implementation of integration skills and tools within the council
Channel development
ICT will:
• ensure that channel choice is available through the following:
o web, E-mail, text messaging, voice, video, etc
o automation of processes to allow workflow to be developed
o data to be collected once and shared across the council and with other partners
and agencies, subject to suitable controls over access and Data Protection
adherence
o public access through the council’s website to information and self serve
capability
o assist the council with its Community engagement initiatives
o assist the council and its partners to provide accessible IT facilities within the
borough and ensure that its websites and portals adhere to accessibility guidelines
and best practice
o enable electronic communication across the council and its partners and also with
and for the citizens
o ensure that the council’s ICT facilities are well communicated to staff, partners
and citizen’s
Customer care
ICT and Customer Services will:
• provide a well structured and customer focussed website
• provide self serve facilities via the Council’s website, including if necessary secure
access to personal information through the adoption of a suitable authentication tool
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• optimise the CRM system to improve the customer contact experience
• optimise the telephone system to offer self help and improve the customer contact
experience
• provide an integrated service to the customer by offering a linked front/back office
experience
• provide self help facilities in the Customer Service Centre
Business support
ICT will:
• assist to develop Business Intelligence by utilising the CRM system, integration
solutions, standard file formats and reporting tools
• link IT systems to provide an holistic view of customers and information available to the
council
• identify innovative technologies to aid the implementation of new working methods,
processes and the delivery of efficiency gains
• exploit best practice, standards and technology
• provide business support for innovation, performance and the pursuit of awards
Regional working
ICT will:
• ensure that systems to facilitate regional working are identified and implemented
• fully participate and contribute to regional working
Current position
• pilot projects for home working, mobile working and remote working have all been
undertaken
• all office based staff and Members have access to PCs and the council’s network
• a channel migration strategy is being developed
• some integrations in place, tools for development of integration being procured, BPR
work underway in several areas
• joint working within some areas already established e.g. joint commissioning teams, and
youth offending team
• web site established with good content and some web based transaction are in place and
the ‘self serve’ module of the CRM system has been purchased
• signed up to one year trial of Government Connect for authentication and secure e-mail
• engaged with Information Governance team
• active participation in the SOCITM North East group
• CRM system implemented
• the ‘self serve’ module of the CRM system has been purchased
What we are seeking to achieve
• a variety of suitable and secure channels to be available to all stakeholders to facilitate
improved communications and service delivery
• all council staff to have access to a PC and the councils network
• more joint working and shared assets such as networks, PCs and systems
• improved business processes that are customer focussed and supported by suitable
integration where feasible
• improved cross-council and external working
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• website(s) that is/are fully transactional (as defined by SOCITM) and meets the key tests
on Usability, Usefulness and Usage
• improved community access
How will we achieve this?
• improved stakeholder focus
• investment in staff training, hardware and software
• implementation of well researched and tested remote, mobile and flexible working
solutions
• installation of work place PCs for non office based staff
• more flexibility regarding the use of alternative e-mail addresses (ie personal addresses)
for communication with staff
• introduction of suitable authentication, e.g. Government Connect
• a focussed web support team under the management of a webmaster with a suitable
investment budget
• supporting the Community Engagement strategy and working with partners
• working with the change management team
• iterative business process reviews
• implementation of integration skills and tools within the council
Strategy on a Page
This SoaP tries to encapsulate the key issues of the Council’s ICT Strategy at a high level and therefore
present a short, readable and digestible understanding of the strategy.
Vision Statement
The prime aim of this strategy is:
“To enhance service provision via a range of ICT solutions and ensure that service users have access to
the information and tools that they need at a time and in a format that is convenient to them.”
Subject to adequate resources, this will be delivered by:
• Engaging with stakeholders to identify their requirements
• Employing rigorous governance arrangements including adherence to legislation and council policies
• A well trained, professional ICT workforce
• The application of formal project management methodologies and robust performance management
• The provision of a robust, resilient and secure ICT technical and core systems infrastructure that
supports the business requirements of the Council and which is suitably planned and resourced.
• The introduction of technologies to enable flexible working
• Ensuring that end to end business processes are reviewed and revised to take advantage of
technology and workflow, ensuring the automation of processes and information flows wherever
possible
• Identification of innovative technologies to aid the implementation of new working methods,
processes and delivery of efficiency gains
• The raising of awareness of the Council’s ICT capabilities by ensuring that new technologies are
researched and information disseminated within the Council
• The integration of ICT systems and the sharing of information across the Council and with other
partners and agencies, subject to suitable controls over access and Data Protection adherence
• Ensuring that good quality data is captured once and where relevant disseminated across the Council
• The standardisation of processes and IT systems across the council and where possible with partners
• Facilitating secure communication between all stakeholders via electronic channels, e.g. telephone,
e-mail, web and text
Overview of Appendices
Appendix 1 - Planning
This appendix outlines the key planning arrangements that need to be in place and includes the
service plan, action plan for delivering the strategy and projects plan.
Appendix 2 – Technology Infrastructure Strategy
It is important to understand how technology is being used and implemented in the Council. A
Technology Infrastructure Strategy (TIS) ensures that we plan how we use technology effectively
and efficiently. It is concerned with the environment in which ICT operates and includes servers,
networks, desktop & notebook PC’s, operating systems, tools & utilities etc.
Whilst generating the business case for a shared ICT service for Darlington and Stockton, we
have created a TIS in order to assess the similarity of technologies used and supported in each
Council and this is shown as appendix 2.
Appendix 3 - Application Portfolio Analysis (APA)
In today’s fast moving ICT environment, it is not unusual that about 75-80 % of IT budgets are
spent on application management/ maintenance. Legacy systems are the operational and
knowledge backbone of many public sector organisations; they are non-negotiable and crucial to
our service areas. Market research estimates that more than 70% of corporate data still resides on
legacy systems. Hence the successful management of legacy systems to meet evolving business
needs is a major challenge today.
This can be achieved through a comprehensive Application Portfolio Analysis (APA) of existing
applications. It is essentially a catalogue of all ICT systems, either Corporate or Departmental.
This analysis was recently carried out at the Council as part of the preparation work for the
business case for the ICT strand of the proposed Darlington & Stockton Partnership. This
document is shown as appendix 3.
Appendix 4 - Governance
This appendix outlines the key governance arrangements that need to be in place for ICT and
includes structures, policies, procedures, performance indicators and project management
arrangements.
Appendix 5 – Business transformation
This appendix explains our approach to new methods of working such as mobile, home and
flexible working. It also contains details of new technologies and projects such as integration,
automation, BPR and networks.
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Appendix 6 – Channel development
This appendix explains current thinking and best practice approaches to developing a channel
management strategy
Appendix 7 – Darlington and Stockton Partnership
This outlines the rationale behind the partnership and explains the steps already taken and
highlights the expected benefits for both councils to be delivered by the partnership.
Appendix 8 – Information Governance
This outlines the key areas of collaborative work with the Information Governance team.