Middlesbrough Council // Risk Management Strategy

Version 6.0, January 2011 // 1

Information and Communications Technology (ICT) Strategy

Live from: October 2012 Live until: October 2017

Appendix 1 – ICT Strategy

Title Information and Communications Technology (ICT) Strategy

Authors Julia Coxon / Ann-Marie Johnstone

Approved by Executive

Department Assistant Chief Executive’s department

Service area Central Services

Head of Service Steve Fletcher

Creator

Director Karen Whitmore

Created September 2012

Submitted October 2012

Approved December 2012 Date

Updating Frequency Annual

Status Version 1.0

Julia Coxon, ICT Strategy & Projects Manager

Lorraine Dixon, Mouchel Head of ICT services

Steve Fletcher, Corporate Programmes Manager

Ann-Marie Johnstone, Corporate Policy Officer

John Polson, Partnership Manager

Sylvia Reynolds, Senior Resources Manager

Contributor(s)

Rachel Steel, Senior Project Officer

Statutory/Mandatory Mandate

Legislation Various, including Local Government Acts, Data Protection Act.

Type Strategy

Vital Record Yes EIR N/A

Rights Unclassified

Publisher Middlesbrough Council, Members’ Office, PO Box 503, Town Hall, Middlesbrough, TS1 9FX

Coverage Middlesbrough Council

Language English

Document Control

Version Date Revision History Reviser

1.0 December 2012 Final version published Julia Coxon

Distribution List Version Date Name/Service area Action

1.0 December 2012 Council-wide Publish to Members’ Library and on Lotus Notes

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TABLE OF CONTENTS

FOREWORD 5

GLOSSARY OF TERMS 6

INTRODUCTION 8

KEY CHANGE PROGRAMME PRINCIPLES 8

VISION 9

HOW TO ACHIEVE THE VISION 9

BACKGROUND 9

OUTCOMES FROM THE 2008 – 2011 ICT STRATEGY 9

CURRENT POSITION (ISSUES) 10

CHALLENGES (RISKS/FUTURE) 11

STRATEGY DELIVERY 11

IMPROVING DAY-TO-DAY MANAGEMENT OF ICT 12 Information Security 12 Disaster Recovery 12 Process & Procedure 12

MODERNISATION OF ICT SERVICES 13 Application Management 13 IT Assets 14 Procurement of ICT goods and services 14 Horizon scanning 15 Cloud based service delivery opportunities 15 Structure of ICT Services 15

ICT AS AN ENABLER OF SERVICE TRANSFORMATION 16 Customer access and information 16 New ways of working 16 Council intranet 18 Wireless networks 18

GOVERNANCE 18

GOVERNANCE STRUCTURE 19

ROLES AND RESPONSIBILITIES 21

SUCCESS DEPENDENCIES 22

EFFECTIVE RISK MANAGEMENT 22

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STRUCTURE 22

ICT RISKS 23

APPENDIX A – ICT STRATEGIC MAP 24

APPENDIX B – ICT STRATEGIC PLAN (TIMELINE) 25

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FOREWORD Middlesbrough is changing and it is important that the Council reshapes its services so that it can continue to meet the expectations of residents, customers, businesses and visitors. We are also facing a time of unprecedented spending cuts to the Council’s budgets. If we are to successfully minimise the impact of these cuts on our frontline services we must make greater use of the technological solutions that can deliver services that are more efficient, effective and accessible. This ICT Strategy has been developed in partnership by representatives from across the Council and Mouchel to ensure that it provides a vision for ICT that is shared across the Council and with its stakeholders. Deputy Mayor, David Budd Chief Executive, Gill Rollings Partnership Director, Chris Chapman

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GLOSSARY OF TERMS Applications A piece of software that can run on your computer, phone or from a server, e.g. Lotus

Notes is an application used by officers across the Council. Applications Portfolio Management Framework

This is a framework for managing software applications and assessing their business value. It is also an inventory of the software applications that are in place.

BYOD policy Bring Your Own Device policy. Some employees would like to bring personal devices into work and use them to conduct their employer’s business. If this is unmanaged it could result in data breaches through inappropriate usage.

Change management / Business change

A process that is undertaken to ensure that staff, teams, departments and/or the whole organisation successfully moves from a current way of working to one that is necessary to ensure that change is accepted and successfully embedded.

Cloud computing

This is where applications and services are managed and maintained external to the Council rather than on a PC or within an on-site server. The use of cloud solutions is increasing . Moving services to the cloud, provides opportunities to reduce the cost of ICT, improve scalability, and increase flexibility and resilience.

Digital by Default

Government recommendation that Public services should be delivered online or by other digital means to provide higher quality and more convenient 24/7 services to users.

EDRMS Electronic Document and Records Management System. Implementation of a systematic approach to the way records and documents are processed, stored and accessed.

Enterprise Architecture

A strategic information base that defines the purpose of a company and describes the technology and information needed to perform that purpose, along with descriptions of how the architecture of the organisation should be changed in order to respond to changes in the purpose.

G-Cloud

Government online store that will enable councils to work together to increase purchasing power and drive down the cost of cloud-based applications.

GCSX Government Connect Secure Extranet. This is a secure private data network for the public sector.

Intranet The intranet is the Council’s private network that will be put in place to enable information to be shared across the organisation with staff.

Information Classification System

A system that will enable information held by the Council to be assessed against a criteria to determine how sensitive the information is. Security requirements around pieces of information increase as information increases in sensitivity.

ITIL Information Technology Information Library. Framework mapping principles and rules for best practice management of ICT service delivery.

Online channels The range of solutions used to enable electronic access to services via the internet e.g. online library service and the various forms that residents can complete via the Council’s website.

Open Data The principle that data should be freely available to all for reuse and analysis through an accessible format.

PRINCE2 Projects IN Controlled Environments. This is a process-based method that can be applied to ensure projects are managed effectively.

PSN Public Sector Network which will replace GCSX in 2012.

TOGAF The Open Group Architecture Framework - a detailed method and a set of supporting tools for developing an enterprise architecture. It may be used freely by any organisation wishing to develop an enterprise architecture.

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Unified Communications

A software solution that can integrate and connect landlines, mobiles, email, sms and instant messaging.

Virtualisation (of servers)

Server virtualisation is the masking of server resources, including the number and identity of individual physical servers, processors, and operating systems, from server users.

VoIP Voice over Internet Protocol. A network to enable telecommunications and data networks to operate over the internet, rather than traditional telecommunications networks.

WAN A Wide Area Network (WAN) is a data network that connects remote Council sites to the central ICT network.

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INTRODUCTION 1. This Strategy sets out how ICT services will be developed and delivered in future

within Middlesbrough Council. The purpose of the Strategy is to communicate the Council’s vision of ICT that meets the needs of its stakeholders; identify a programme of work to support the transformation agenda whilst making improvements to the effectiveness of the IT provision across the Partnership.

2. The Strategy sets out the:

Council’s key change programme principles vision for ICT services outcomes from the 2008 – 2011 ICT Strategy current issues and future challenges actions to deliver the strategy governance arrangements for delivery of the Strategy factors that will influence the extent to which this Strategy will be a success programme of delivery.

3. The Strategy will be reviewed annually as it is a live document that will shape future

ICT services and as such must be kept up to date. This will provide an opportunity to build upon initial actions, adding in additional milestones required to drive the strategy forward.

4. Identification of the current position, future challenges and the Strategy to achieve

the vision has been informed by a number of pieces of work and their findings have been embedded within this Strategy. This includes the ICT improvement plan and a report commissioned from SSG consultants to examine ICT delivery.

KEY CHANGE PROGRAMME PRINCIPLES 5. The development of this Strategy has been shaped by the Change Programme’s

principles:

Transformation – supporting the transformation agenda, which aims to make all services leaner and more innovative

Customer – supporting work to build services around internal and external customer needs

HR – supporting employees to deliver effectively Equity and fairness – supporting work to protect the vulnerable and ensure

fairness Sustainability – supporting the Council’s aim of minimising the environmental

impact of services. 6. These principles align with the Council’s visioning documents that have been

developed to transform services to ensure they continue to meet local needs and the Government’s ICT Strategy principles – ‘Smarter, Greener, Cheaper’.

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VISION 7. ICT will support the transformation of Council services and achievement of strategic

objectives by delivering flexible systems and infrastructure, which maximise the use of technological developments and commercial opportunities. This will be delivered by a responsive and effective service.

How to achieve the vision 8. A number of actions need to be taken to ensure the vision is achieved. These

actions are driven by the issues set out within the challenge section of the Strategy and the key principles that underpin the direction of the Strategy. Delivery of the vision can be broadly split into the following workstreams:

Improvements to day to day management of services Modernisation of ICT services ICT as an enabler of service transformation.

9. The Strategy Delivery section of this document highlights the issues to be addressed

within each workstream and documents the actions that need to be undertaken. A map showing the dependencies between the strategic priorities and actions in included in Appendix A – ICT Strategy Map.

BACKGROUND Outcomes from the 2008 – 2011 ICT Strategy 10. The ICT Strategy from 2008 to 2011 focused on improvements to infrastructure and

improvements to governance. Despite the capital funding pressures the Council has been able to make investment to create a strong platform from which to grow. It has also been able to delivery a number of significant systems investments. The main deliverables in the period since 2008 have been: building a secure centre for storage of the Council’s data virtualisation of servers – over 90% of the servers in the Council’s fleet are now

virtualised, providing resilience and flexibility and also reducing energy consumption

achievement of GCSx Code of Connection compliance – allowing access to the Government’s secure communications network to enable data sharing with central government

implementation of Wide Area Network – connecting over 80 sites across the town to the Council’s ICT network

upgrading the Council’s internet access, while reducing the cost of the provision

establishing a mobile working programme – deploying mobile solutions through over 20 projects, to a wide range of staff

implementation of the Managing Successful Programmes (MSP) management approach to ICT programmes and projects

centralisation of the ICT Capital Budget projects

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Voice over Internet Protocol telephony implemented across all Council sites. 11. These achievements were delivered in partnership with the Council’s strategic

partner Mouchel. CURRENT POSITION (ISSUES) 12. A series of budget reductions has impacted on the finances required to deliver some

of the large scale projects designed to improve ICT services. 13. The focus for the Council’s investments in recent years has been on (i) essential

maintenance of the ICT infrastructure, and (ii) areas where tangible savings and benefits could be realised. Delivery of a more ambitious programme of investment comparable to a best practice local authority has not been financially possible.

14. A reduced budget has also had an impact on the renewal and updating of staff

PCs/laptops and software which have been maintained for longer than originally anticipated.

15. There are currently too many applications in use across the Council with many being

adapted, at a significant cost to make them fit with the Council’s current practices. The Council need to make savings by reviewing these applications to reduce the number in use and minimise the number of expensive alterations.

16. Customers are increasing their use of online service options. The Council must

ensure that all services will be digital by default where possible / appropriate in line with the Customer Strategy.

17. ICT governance at senior management level is unclear. There is a need to embed

stronger collective governance by establishing a framework within which future spending decisions on ICT will be made.

18. The past relationship between the Council and Mouchel on ICT issues was to a

certain extent a contractual relationship and opportunities to deliver innovative, quick solutions have been limited by contract constraints. If the ambitions of this Strategy are to be delivered there is a need to reshape and redefine the relationship to increase the ability of teams on both sides to deliver this Strategy.

19. Although departmental ICT strategies have been developed with the intention of

understanding the future requirements of departments over and above the corporate programmes, there is still an issue with the amount of ad hoc demand for project support that is received throughout the year. A structured approach to project prioritisation will need to be embedded within the governance framework.

20. The Council needs to ensure that ICT investment aligns with the future shape of the

Council after transformation. Departments need to play a full role in the assessment of future projects, including identification of requirements, benefits, steps that would need to be taken to realise them and the delivery of robust change management.

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21. IT utilise a project management tool, based on PRINCE2 best practice to manage the

IT programme. If ownership and management of projects is to be strengthened within departments then a tool to enable staff to monitor and track their projects will need to be rolled out across the authority.

CHALLENGES (RISKS/FUTURE) 22. The Council’s partnership with Mouchel will continue to 2016; this means that

delivery of this Strategy will continue to be in partnership with Mouchel ICT and transition at the end of the contract to any new arrangement will occur within the lifetime of this Strategy.

23. The past relationship between the Council and Mouchel on ICT issues was to a

certain extent a contractual relationship and opportunities to deliver innovative, quick solutions have been limited. If the ambitions of this Strategy are to be delivered there is a need to resolve this and also to increase the ability of teams on both sides to deliver the strategy by ensuring the necessary skills are in place.

24. Going forward ICT will play an important role in the delivery of many of the Change

Programme projects. For example, where a shared service is created, appropriate technologies need to be in place to underpin the new service and enable it to work effectively, linking into its partner organisations.

25. The need to share more services and work with partners more effectively will

increase the focus on data protection and information security. 26. The Council must be well placed going forward to be able to respond and access

advances in technologies to ensure its services can respond to national developments including:

27. The Public Services Network (PSN) – a national information and communications

platform that will create additional opportunities for collaborative working and information sharing

28. Creation of the G-cloud – a government provided store that councils could buy

applications from and potentially achieve savings on IT applications used to deliver/support council services

29. The move to cloud-based infrastructure services, which is the next logical

technological advance from virtualisation.

STRATEGY DELIVERY The following sections document the actions that need to be taken forward to deliver the Strategy. Appendix B provides a timeline of the overall ICT strategic programme.

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Improving Day-To-Day Management Of ICT Information Security 30. There have been a number of data protection breaches nationally that have

attracted large fines and adverse press because sensitive information about individuals has not been properly stored. ICT services have a role to play in supporting information security solutions that ensure safeguards are in place to provide appropriate protection while at the same time enabling information sharing. Appropriate policies, procedures, training and communications must be in place to ensure security solutions are implemented and maintained effectively.

Actions 31. The Information Management team will implement an Information Management

Strategy to include an information classification system to support improved records management and inform the future direction of email solutions. This will ensure that the Council is in a position to use and share sensitive information with partners in line with statutory requirements. Steps will be taken to map policies that relate to information security to ensure appropriate ownership is taken.

32. Work in partnership with Mouchel ICT to continue to ensure appropriate services

are Public Sector Network (PSN) compliant. Procure a PSN compliant WAN in line with the Government’s agenda to ensure secure communications for data sharing.

Disaster Recovery 33. Previous investment in disaster recovery has improved the resilience of the service;

however, further investment is required if the provision is to match the Council’s current requirements.

Action 34. Disaster recovery strategy identified and agreed by CMT. Process & Procedure 35. There is a need to review and improve the processes that are used to deliver ICT

services to ensure that they are as efficient as possible, while complying with best practice.

Actions 36. Work collaboratively with Mouchel ICT services to review priority processes for day-

to-day delivery issues to identify efficiencies. 37. Mouchel ICT services ensure all critical service processes continue to align with the

industry standard ITIL best practice.

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Modernisation Of ICT Services 38. ICT services must ensure that service delivery is strategic, rather than reactionary

and aligns with organisational needs. As part of that, ICT services must set a clear strategic direction for ICT and ensure compliance with that direction. Compliance with this Strategy will address this issue.

Application Management 39. Duplication and inefficiencies exist with the number of applications in use by the

Council. If further efficiencies are to be delivered by the service then this needs to be addressed.

40. The Council require a framework that enables ICT to improve the speed with which

it is able to provide ICT solutions that enable joint working with partners. It needs to be well placed to access ‘Cloud’ computing as opportunities arise and that appropriate consideration is given to information security within existing applications and the development of any new applications.

41. ICT solutions also have a key role to play in the Council’s approach to knowledge

management. The current proliferation of applications used across the Council to store data is hindering effective knowledge management.

42. Leading on from this, business change and a benefits realisation strategy must be

adopted within departments if applications are to be embedded effectively into a service to release the anticipated efficiencies.

43. Provision of a coherent and integrated applications framework, minimising the

number of applications in use, is fundamental to support the successful delivery of the Customer Strategy. The Customer Strategy aims to align with the ‘tell us once’ principles and the steps needed to implement its vision are to be considered within the applications review process.

44. A robust Enterprise Architecture is essential as this will set out the overall approach

to ICT that will be informed by the actions within this strategy. Actions 45. Undertake a review of the applications currently in use to identify duplication, areas

for improvement and potential efficiencies. Report findings to CMT. 46. Implement the findings from the Application Review through an application

rationalisation programme utilising the MSP approach to business change and benefits realisation to ensure that departments understand and buy into the rationale that underpins this piece of work.

47. Create and implement revised application portfolio management framework.

Ensure all new requests resulting in the need for an application to be utilised are

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reviewed against the existing portfolio to minimise inefficiencies, improve management of the Council’s applications and ensure that use of existing applications is maximised.

48. Design of the Enterprise Architecture will be baselined to reflect the decisions taken

from the applications review, technical reviews and in conjunction with TGAF principles.

IT Assets 49. The ICT hardware and software provided to staff needs to align with the needs of

individual posts based on their role across the Council to support delivery of flexible working and collaboration within a secure environment.

Actions 50. Deliver the Desktop Strategy in two phases ensuring hardware provisions meet the

needs of officer posts across the Council and a standardised Microsoft Office suite is installed.

Phase one - design the future shape of the Council’s desktop infrastructure. Phase 2 - implement the design in line with a prioritised rolling programme.

Procurement of ICT goods and services 51. There is a need to review the current approach to procurement of ICT goods and

services to ensure that the Council is in a position to be able to respond in an agile and efficient manner to advances in technology while minimising costs from extraction from existing solutions, for example the increasing opportunities around technology that will be provided by the G-Cloud.

52. The approach to ‘future proof’ new IT requirements needs to be extended and

enhanced within the assessment of the business case. This will ensure that likely future needs are considered and solutions are designed so that they do not restrict the Council’s ability to change its approach in the future.

53. Consideration must be given to the opportunities available to maximise savings and

benefits whenever the Council considers new investment. Actions 54. The current approach to procurement of ICT goods and services has been reviewed

with recommendation submitted to CMT for approval. Actions around the potential to centralise budgets will be taken forward.

55. Develop and implement an ICT procurement policy and framework.

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56. Revise the business case template to ensure improved prioritisation, alignment with the priorities of this strategy, consideration of commercial opportunities and improved ‘future proofing’ is embedded throughout the process.

Horizon scanning 57. Improved horizon scanning of future service needs is essential if ICT services are to

be delivered within an efficient and effective framework that maximises value for money and ensures investments are future proofed.

Action 58. Implement a robust process to ensure horizon scanning across departments is

improved. This will include technology monitoring and deeper engagement with departments to pick up likely future needs at an early stage.

59. Work with departments to ensure their ICT Strategies are revisited to clearly define

requirements for further business change enabled by IT. Feed requirements into the forward work programme.

Cloud based service delivery opportunities 60. The Council needs to be in a position to maximise efficiencies and take advantage of

opportunities by ensuring it is well placed to take advantage of the G-Cloud and cloud based services.

Action: 61. Ensure Cloud based options, where available, are considered in all business cases

and projects going forward. 62. Phase two of the Enterprise agreement will review options to utilise ‘the Cloud’

within Enterprise Agreement applications as the next logical improvement step on virtualisation.

Structure of ICT Services 63. There is a need to reshape and redefine the Partnership relationship if the ambitions

of this Strategy are to be realised. The current structure of Mouchel ICT service is based on requirements of the Partnership contract and Service Level Agreement. If ICT provision is to be transformed, it follows that Mouchel ICT services will also need to be reshaped. This will ensure they can deliver the future needs of the Council. Expectations set out within this section will inform this process.

Action: 64. Mouchel will design an appropriate ICT service that meets the future needs of the

Council. This will be complemented by a review undertaken on the Council’s ICT provision.

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65. An assessment of the Council’s capacity and capability to deliver this strategy will be

undertaken. ICT As An Enabler Of Service Transformation Customer access and information 66. Delivery of the Council’s transformation agenda around customer access will involve

increased reliance on services that are digital by default, necessitating increased ICT involvement in the transformation agenda of the Council. This will include pressure to ensure there is deep system integration to transform the way the Council manages its customer information and delivers savings, enabling electronic access to more complex services.

67. The Council must enable services to increase the flow of information through the

organisation to improve customer insight ie improving the way we collect, analyse and share data so that services are provided that are wrapped around the individual.

68. The Public Sector is beginning to use new technologies such as Smartphone

applications as part of Customer Strategy to share information and facilitate access to services. To ensure ICT services are transformed to align with industry best practice, similar applications will be developed for Middlesbrough residents and visitors where there is a clear business case to support it. These applications will also need to integrate with systems within the applications framework.

69. The Council needs to improve the link between its online channels, automated

responses to queries and back office systems to enable transactional self service, e.g. online booking and payment of theatre and leisure facilities.

Action 70. Develop a project plan to implement the requirements of the Customer Strategy

once it is finalised. This will include ongoing work to explore scope for greater use of emerging technologies.

71. Deliver the priorities and agreed actions set out in the Customer Strategy which

includes actions to enable residents to self serve. New ways of working 72. The Council needs to continue to respond to opportunities provided by new

technologies and their possible application within the workplace to support the transformation of Council services. Options for new solutions should be brought forward where they can deliver savings and improve outcomes.

73. There are new technologies available to support flexible working that need to be

embedded within the ICT provision that supports transformational projects.

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74. There is an expectation from departments that further development of flexible

working solutions will enable the Council to deliver a radical change in working practices. Mobile working provision should expand beyond the provision of solutions that enable access to ICT applications through secure connections using Council equipment to exploration of more radical solutions such as ‘Bring Your Own Device’ (BYOD). A full BYOD policy would have a significant impact on the type of ICT support services that the Council would require. Work is needed to understand whether a BYOD policy is necessary to meet the needs of the Council and what the implications of such a policy would be.

75. There is a need to implement a robust solution to manage the Council’s electronic

document and records to ensure vital records are stored securely (meeting national information security guidelines), duplication is minimised, paper and electronic storage space is reduced and information can be easily found and shared by the appropriate roles. Currently an EDRMS (Electronic Document and Records Management System) is only in place in a small number of pilot areas within the Council.

76. The Council needs to utilise solutions which allow staff to communicate in the most

efficient manner, such as ‘Unified Comms’ to support transformational projects. 77. Any move away from traditional ways of working to more flexible solutions must

consider the demands around working practices, cultural change and information security to ensure compliance with national standards.

Actions The Council will determine the strategy to govern new ways of working criteria. Following this: 78. Steps will be taken to ensure opportunities to expand the rollout of the strategy are

identified (ie via the Desktop Strategy and EDRMS Programme) 79. Costs, risks and benefits of a Bring Your Own Device policy will be identified and

reported to CMT for direction. This will inform the first annual review of this strategy.

80. Enable the Council’s existing suite of Blackberry phones to access sensitive

documents in a secure manner through the use of ‘Good for Enterprise’ technology offered by the provider, Vodafone. The solution will be shaped by the Information Management Strategy.

81. Review options for delivery of EDRMS via a standardised solution or utilising

products available via the Microsoft Enterprise Agreement. 82. Review requirements for corporate role out of EDRMS in line with other

transformation programmes (Accommodation Programme etc)

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83. Roll out EDRMS to prioritised teams in a phased approach. 84. Explore opportunities around the role that ‘Unified Comms’ can play within

transformational projects and develop a plan to implement such technologies. A pilot will be undertaken with key officers to assess potential uses.

Council intranet 85. The Council needs to modernise internal communications moving away from the

current Lotus Notes tiles to the provision of an intranet. This will not only allow staff to search and find relevant council communications more effectively but it will provide a platform to develop more collaborative working across the Council.

Action 86. Roll out a new Council intranet using the current Council website solution. Ensure

the approach is coordinated with Information Management policies. Wireless networks 87. Wireless network provision within Council buildings should be reviewed to ensure it

is implemented where appropriate to support the Council’s transformational ambitions.

Action 88. A business case for the provision of a Wireless network solution will be submitted to

CMT once the Accommodation Strategy and policies are understood. GOVERNANCE 89. Effective governance is essential if the vision set out within this Strategy is to be

achieved. Responsibility for ICT is split between a number of areas. Mouchel ICT provides frontline delivery of ICT services. The ICT Strategy and Projects team are responsible for the development and implementation of the Council’s ICT Strategy; managing corporate ICT budgets; providing programme and project assurance; and oversee Mouchel’s delivery of ICT services to ensure they meet the needs of the Council and work is in line within this ICT Strategy.

90. Currently individual departments manage ICT budgets for their services and provide

representation within the governance structure to ensure departmental priorities are fed into the planning process and there is departmental ownership of ICT project decisions in line with this Strategy.

91. The ICT governance structure has been revised to ensure that:

there is ongoing senior management endorsement of a coherent and cohesive approach to the future ICT needs of the Council

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there is departmental involvement within the ICT governance structure to ensure that departments are clear that they are responsible for ensuring benefits are defined, understood and realised

departmental responsibilities are understood and adhered to an effective challenge process is in place to assess the value of proposed

projects ICT investment is in line with this Strategy and it supports the transformation

agenda the capacity of ICT is increased to ensure it is able to deliver this Strategy.

Governance structure 92. Governance of ICT delivery will be structured to ensure that:

ICT investments are in line with this Strategy decision-making is streamlined and effective decisions are in line with the principles which underpin this Strategy

(transformation, HR, equity and fairness and sustainability). Delivery of the ICT Strategy

93. The Council’s ICT Programme team will be responsible for ensuring information on

delivery against the Strategy is fed into each of these groups as appropriate.

eGovernment Board Service representatives highlight departmental

requirements & receive updates on corporate strategies/policies.

ICT Programme Team Create corporate strategy.

Manage and monitor delivery of the strategy.

CMT Approve corporate strategy.

Receive updates on progress and provide leadership to ensure compliance with

strategy.

Mouchel ICT Services Manage programmes/projects

as specified within the Strategy. Provide updates to

stakeholders as required.

Time Limited Project Teams Responsible for delivery of

programme/project. Ensuring agreed benefits are realised.

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94. This streamlined structure is in line with the Council’s policy of minimising the number of corporate groups in existence; it will also ensure that ICT is viewed within the wider context of the transformation agenda, which it is supporting.

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ROLES AND RESPONSIBILITIES Roles Responsibilities

CMT Provide strong leadership that ensures compliance with the Strategy. Hold departments to account on realisation of benefits resulting from ICT investment. Approve the resourcing plan to deliver the projects set out within the Strategy. Provide guidance to ensure the Strategy remains relevant to the organisation’s needs over time.

Council’s ICT Programme Team

Provide strategic direction to ensure the vision within the ICT Strategy is achieved. Work in partnership with Mouchel to implement the ICT Strategy and ensure service delivery is in accordance with the defined requirements of the contract. Monitor progress against implementation and provide regular updates to the Corporate Management Team. Monitor, review and develop the Council’s ongoing ICT Strategy Monitor, review and report on ICT capital budgets Ensure compliance with the ICT Strategy and take action as necessary where non-compliance occurs.

Departmental eGov Board Representatives

Oversee progress of all departmental specific projects as set out within their departmental ICT strategies. Provide senior office leadership into projects. Ensure departmental work is in alignment with the ICT Strategy. Sign off any departmental requests for additional ICT investment, ensuring they have a full understanding of requests, how they fit into the ICT Strategy and their impacts on the transformation agenda.

Mouchel ICT Provide sufficient support for the time limited project groups to ensure that business cases are robust and that ICT aspects of projects are managed in accordance with timescales and budget. Provide information to enable regular reports against progress to be provided to the Corporate Project Sponsors Group. Provide information on pressures, slippages and early achievement of actions to ensure resources can be directed accordingly.

Time Limited project groups

Deliver individual projects, identifying where adjustments are required, feeding issues into the Corporate Projects Sponsors Group. Provide information to inform summary reports to CMT on overall progress. Ensure that business case development is robust and includes consideration of the whole life cost of a project.

Council Stakeholders ie Information Governance Group, HR, Health & Safety

Support development and implementation of dependant strategies and policies. Provide advice and guidance on subject matters as appropriate.

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SUCCESS DEPENDENCIES 95. Delivery of the ICT Strategy aims and individual actions will be dependent on a

number of factors. These include: ownership and leadership of the strategy and the business change needed to

support delivery of the strategy across the Council at all levels alignment of resources with the aims of the Strategy provision of sufficient resources to deliver the Strategy implementation of improved controls around investment implementation of supporting policies and strategies by other areas of the

Council necessary to maximise the impact of ICT improvements including: Customer Strategy HR position on flexible working HR position on mobile working Electronic Document and Records Management System implementation provision of an Information Management Strategy robust project management information governance policies.

96. Communications will also be integral to the success of this Strategy. Over the next

five years the Strategy will see the implementation of fundamental change across the organisation. There will be improved engagement with senior managers to ensure strategic buy in to the Strategy and ownership of departmental responsibilities.

97. Training and development for non-ICT staff is necessary to improve e-skills, business

process mapping, benefits realisation skills and business change to ensure proper and maximised use of ICT solutions.

EFFECTIVE RISK MANAGEMENT

Structure 98. This section sets out the processes and systems that are in place to ensure the

Council and its partner Mouchel have robust approaches to risk management. 99. Both the Council and Mouchel ICT have processes in place to identify and address

operational risks within day-to-day delivery of services and implementation. Mouchel ICT has in place a risk management approach to ensure that Partnership, programme and operational risks are identified and addressed and partnership risk monitoring arrangements are in place.

100. Departmental Risk Registers are in place within the Council to record generic

crosscutting risks that could impact on the effectiveness of ICT services. In some instances risks will be identified that should be elevated further into the strategic risk register of the Council.

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101. In all cases the identification, assessment, scoring and treatment of risk is completed in line with the Council and Mouchel’s Risk Management Strategies.

ICT Risks 102. The highest scoring risks within the Council’s Strategic Risk Register that relate to ICT

are as follows: Risk Controls “Council fails to ensure effective development and transformation of the ICT infrastructure to achieve e-service provision, and related efficiencies (due to lack of capacity, knowledge, or resources)” (RCS011)

The ICT Strategy sets out the work that will be undertaken to address this risk over the next five years. The Strategy identifies actions that need to be undertaken to ensure there is sufficient capacity and knowledge both within the client side and Mouchel to ensure delivery of transformation projects. Actions include: undertaking a review of ICT budgets and staffing putting in requirements to address gaps in knowledge on both sides of the partnership through the use of ITIL and other best practice training and skills toolkits putting in place a resourcing strategy to support the ICT Strategy.

“Hardware or software systems fail, from external / internal attack or systems faults” (CORP 010 CS)

Information security principles are embedded within project management documentation for delivery of ICT projects. Mandatory training on information security will be in place from October 2012.

“Effective partnership working is not achieved” (RCS 020)

As the Mouchel partnership will continue for four of the five years in which this Strategy is in operation, partnership working is key. Actions in place to mitigate this risk include partnership agreements and linked-in governance arrangements. ICT governance for this Strategy will ensure that Mouchel ICT is appropriately represented within the decision-making structure.

“Mouchel ICT delivery does not align with the ICT Strategy and does not meet the needs of the Council” (RCS093)

Actions in place to mitigate this risk include: o the Partnership agreement and Partnership

governance arrangements o the ICT Strategy o transformation governance arrangements o communication of corporate priorities

internal audits of ICT systems and controls by a specialist IT auditor.

24

APPENDIX A – ICT STRATEGIC MAP

25

APPENDIX B – ICT STRATEGIC PLAN (TIMELINE)

Timeline: Version 1-0 30 November 2012

Corporate ICT Strategy: 2012/2017

Stream 1 – Improvements To Day-to-Day Management of

Service

Stream 2 – Modernisation of ICT Services

Stream 3 – ICT As An Enabler of Service

Transformation

I M Strategy

Reprocure WAN

Disaster Recovery Strategy

Priority Processes Reviewed

Alignment with ITIL

30/09/12 30/09/1531/03/13 30/09/13 31/03/14 30/09/14 31/03/15

Desktop Strategy (Design)

Desktop Strategy (Implementation)

ICT Budget Review

Implement ICT Procurement Policy & Framework

Review Cloud options

Design Mouchel IT Services

Assess Council Capabilities

Customer Strategy Plan

Deliver eServices Strategy

Identify Flexible Working Opportunities Within Existing

Change Programmes

Enable Blackberry Technology

BYOD Review

EDRMS Programme

Application Portfolio Management Framework

Design Enterprise Architecture

Application Review

Implement Apps Review findings

Revise IT Business Case

Implement Horizon Scanning

Unified Comms Pilot

Intranet Project

Wireless Networks Business Case