strategic information management service.doc

Service Plan – 2007/08

Strategic Information Management Service

Steve Watson – Head of Service

1

Service Plan 2007/08: SIM Service

Version: 2nd published draft V1_2aDate last updated: 11th April 2007

document.doc6/2/07 GC

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[DN – PAGE NUMBERS TO BE VERIFIED]

LIST OF CONTENTS

Section Content Page No.

Section 1 Service profile 3Section 2 Context 9Section 3 Key corporate improvement actions 12Section 4 Service improvement actions 15Section 5 National and key local performance targets 17Section 6 Contribution to corporate health indicators 18Section 7 Risk management 20Section 8 Efficiency and value for money 21Section 9 Organisation & workforce development plan 22

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Section 1: Service Profile

Key aims and service responsibilitiesPlease include a list of the service units contained within the service

The Strategic Information Management Service was created in 2002. Initially the role of the Service was threefold. The first was to assist in the procurement of a strategic partner for ICT and Change, the second was to prepare the Council for the contract, the third role is to provide an enduring Information Management service for the Council.

Since the signing of the partnership agreement with IBM, the service has undertaken the Councils contractual resource obligations by acting as an “intelligent client” representing the Councils interest in the partnership.

There are two elements of an intelligent client. The first relates to the management of contractual arrangements. SIM provides strategic direction and high-level Information Management guidance to the Council whilst working in partnership with IBM and IBM’s main sub-contractor, Serco.

The second element is about the intelligent client from a partnership focus. This reduces the risks to successful delivery and scans the environment for new opportunities whilst developing long-term strategies for ICT. This role directly supports the Business Transformation ambitions of the organisation.

The key aims of the service can be summarised as follows:

o To provide leadership and a framework for achieving agreed ICT objectives

o To facilitate the management of change

o To ensure that the benefits of the Bradford-i programme are embedded in corporate performance management systems

o To provide direction and focus for ICT across the whole organisation

o To align ICT efforts towards achieving the overall corporate goals

o To provide a framework and governance mechanism for future ICT investments

o To ensure proper allocation of resources

o To reduce options and ease decision making

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o To properly document decisions about strategic ICT choices and standards

o To respond to the national agenda for transformational government and electronic service delivery

o To identify legislative issues including data protection & freedom of information.

The SIM service is responsible for: Managing many aspects of the relationship between the IBM and the Council including the negotiation and subsequent

management of Service Level Agreements (SLA). Supporting Council management in all aspects of the acquisition of new and replacement systems for the Council. Business-led research and recommendations relating to the Council's ICT strategies and corporate/service requirements for

business process analysis/re-engineering. Providing advice and management relating to particular, specialist functions within the overall delivery of ICT services. Leading authority and advice on aspects of Change management. Programme management of the contract deliverables. Aspects of security obligations, relevant policies and procedures.

Service Unit / Team Unit / Team Manager No of staff (FTE)Steve Watson Head of Service 6Peter Silcock Strategic Information

Manager (Technical)3

Paul Leese Strategic Information Manager (Change and Business)

1 + 20 programme secondees

Lucy McKell Strategic Information Manager (Programme Management)


Keith Hayes Strategic Information Manager (Major New Projects)


Key service statistics

The ten year strategic partnership is now the key delivery mechanism for a full ICT service including infrastructure, voice services, applications support and applications and project development. This service is subject to Service Level Agreements and payment for

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the service is subject to Key Performance Indicators being met.

The integrated performance management framework will ensure that the objectives of the partnership are delivered. The strategic planning aspects of the Partnership are aligned with the Council’s performance management framework and with the corporate priority review and planning cycle with the framework.In addition to measuring the performance of the Bradford-i programme it is essential to measure the health and performance of the Partnership itself. Measurement of success will be based upon the development of an agreed set of balanced measures:

Partnership: measuring success in terms of how we work together to leverage our joint capabilities in delivering Bradford-i, and in using the

Partners capabilities to contribute to the identification of potential to support the Council’s wider agenda. quality of our relationship: how well we work together, measured and informed by satisfaction monitoring. sharing of risk: how we share investment in, and exposure to, the development of the strategic agenda and opportunities, and

how we share benefits. management of issues: how effectively we work together to identify issues, and then to respond to them quickly and effectively. strategic opportunities identified: counting the number of opportunities identified, and the investment made in doing so by both

sides of the Partnership.

Benefits: measuring the extent to which the programme actually supports the realisation of objectives and targets. delivery targets met: projects and outputs delivered to time and quality. service goals achieved: re-engineered processes deliver agreed target levels of performance to citizens internal processes improved: re-engineered processes deliver target levels of performance improvement (effectiveness +

efficiency). financial benefits / affordability realised: re-engineered processes / the portfolio of solutions delivers / adds up to benefit levels

consistent with realising closure of the affordability gap. perception: stakeholders hold a positive perception of the Bradford-i Programme.

Values: measuring the extent to which support and enablement of the Programme is consistent with agreed ways of working and best

practice change management. adds value to the wider Council agenda: demonstrable delivery of support and proposals consistent with the development of the

agenda, and its realisation in practice. stakeholder feedback: consistent rating of perception of change, and response to change, by those impacted. processes for managing engagement: provision of structures and processes to enable broad engagement of all stakeholders,

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and validation that these structures and processes have been beneficial to the overall BPR process.

Capability: measuring the capability of the Council, and evidencing increasing application of this capability in Bradford-i, and, as

appropriate, more widely. provision of sustainable methodology for change: the definition and documentation of methodology, and the provision of support

for skills transfer. innovation: capability around Change management and Business Process Re-engineering. strategic opportunities leveraged: monitoring of strategic opportunities identified and implemented in practice to support the

strategic agenda

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Section 1: Service Profile (continued)

Service financial profile

Service staffing profile

Staff in post as at 31st March 2007Number of

staff %White English 6 66.7%

Scottish 1 11.1%

Welsh 0 0.0%

Irish 0 0.0%

Any Other White 0 0.0%

Mixed White & Black Caribbean 0 0.0%

White & Black African 0 0.0%

White & Asian 0 0.0%

Any Other Mixed 0 0.0%

Asian or Asian British Indian 1 11.1%

Pakistani 1 11.1%

Bangladeshi 0 0.0%

Kashmiri 0 0.0%

Any Other Asian 0 0.0%

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Functions of the ServiceOutturn 2005-6

£000

CurrentBudget 2006-7

£000

BaseBudget 2007-8

£000Strategic Information Management 1,197 1,070 TBC

Net expenditure controlled 1,197 1,070 TBC


Black or Black British Caribbean 0 0.0%

African 0 0.0%

Any Other Black 0 0.0%

Other Ethnic Groups Chinese 0 0.0%

Any Other Ethnic Group 0 0.0%

TOTAL 9

Number of disabled employees 1 11.1%

Male 6 66.7%

Female 3 33.3%

TOTAL 9

Age 19 and under 0 0.0%

Age 20 -29 1 11.1%

Age 30 - 39 1 11.1%

Age 40 – 49 5 55.6%

Age 50 - 59 1 11.1%

Age 60 – 65 1 11.1%

Age over 65 0 0.0%

TOTAL 9

Full Time employees 9 100.0%

Part time employees 0 0.0%

TOTAL 9

Assets utilisedPlease state where the service is located / provide a summary of the key buildings and land utilised / managed by the service, and give a summary of vehicle assets if applicable

The SIM service is currently based in rented accommodation in Howard house.

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Section 2: Context

External factors impacting on the servicePlease refer to e.g. any key policy and legislative changes currently affecting the Service

External factors impacting on the service

Many aspects of service delivery are included within the contract. The SIM service is custodian (on behalf of the Council) of a large amount of information and therefore external legislation is relevant to the following policies:

o The Varney Review

o Freedom of Information

o Data Protection

o Record Management / Information Governance

o Information Security

o Business Continuity & Disaster Recovery

Key resource issues for the service

Please identify any strategic resourcing issues facing the service in 2007/08 and beyond. These should include: Finance / external funding issues Human resources / staffing issues Property / asset management issues ICT issues

The SIM Service is currently reviewing the activities it needs to undertake as an intelligent client and it is extremely likely that as a result of this review the Service will face issues across all these areas, specifically though relating to Human Resources and Finance in 2007/8.

Not withstanding the review described above, as at March 2007, the resource situation within the Service is as follows

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Base funding for the core service is fully established and does not pose any significant issues for 2007/8 at this stage.

The Service is currently fully staffed and faces no staffing issues at this time although long term sickness absence is of concern.

There are no immediate property or asset management issues affecting the service at this time although the lease on Howard House is due to expire in October 2007 so alternative arrangements will have to be made before then.

There are no ICT issues affecting the service at this time.

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Section 3: Key Corporate Improvement Actions

Service contribution to the Corporate Priorities (actions contained in the Corporate Plan 2007/08)Please include all actions / targets from the Corporate Plan 2007/08 Action Plan to which the service is contributingNo. Corporate

PriorityKey improvement goal / objective

Action / Target for 2007/08 Key deliverables or Outcomes

Timescale Strategic Director & Lead Service1

Linkages2

3.1 Improving Customer Services

Implementation of and delivery of Bradford-i

Land Charges

GIS

WCM Intranet

Implementation of and delivery of Bradford-i

Create an electronic version of the Land Charges register. The existing computer applications will be upgraded to maintain the electronic Register and provide automated search tools for the register

Design, develop and implement a corporate GIS service to support all GIS activity across the Council and provide a platform for joint working with external bodies both within the District and across the region.

Continue to develop and implement a new corporate

Underpinning the Corporate Customer Services Strategy with the implementation of the following as part of the Bradford-i Programme: The number of staff supporting Local Land Charges searches will be reduced thereby reducing the overall cost of the Council's statutory duty to hold and maintain the Register.

The GIS solution will permit the integration of data from disparate sources into a common view, allowing more effective targeting of services and analysis of patterns and trends to inform strategic planning processes.

This together with a devolved approach to content creation

Land Charges - phase 2 go live and Project completes early May 2007.

GIS – implement March 2007 and complete in March 2008

WCM and CRM - timescales tbc

Head of SIM

Supports Customer Services priority and Links to strategic projects

1Note ? Your service may not be the LEAD service for this action, but may be contributing towards it

2Note ? Please indicate where the action links to, or appears within another plan or strategy, eg Corporate OWDP12

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WCM Internet

CRM

Mobile

Network Development

Disaster Recovery

website through the introduction of a new content management system.

The roll out of self service operations in key business sectors. Web Content Management

Continue to widen the scope and reach of the customer facing facilities from the new Contact Centre and face to face offices.

Deployment of mobile technology.

Roll out improvement programme for central network estate and Britannia House

Implement IT-DR facilities at Bradford

and maintenance will benefit the organisation through greater efficiencies and economies.

Will benefit our customers by improving access to accurate, up-to-date and complete online content

Further work on delivery channel strategy will enable the Council to address the outcomes of the Varney review.

More reliable and resilient network infrastructure to support the mission critical information systems.

Introduce resilient backup arrangements for the core processing facilities

Start May 2007, six month programme of work

Start April 2007, ten month programme of work

Head of SIM

Head of SIM

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Section 4: Service Improvement Actions –

Other service improvement actions (not included in the Corporate Plan), including those which arise from specific improvement processes1, showing their contribution to the Community Strategy, corporate priorities or crosscutting issues2 No. Priority /

crosscutting issue (s) /

Key improvement goal / objective

Action / Target for 2007/08 Key deliverables or Outcomes

Timescale Responsible officer

Linkages3

4.1 Corporate Information Management

Develop a corporate Information Management Policy

Formation of data stewards' group as part of the wider Information Management stewardship, supporting the development and implementation of corporate information management policies.

Work with IBM to move towards a corporate electronic data and records management facility.

1+ years P Silcock

4.2Corporate Security Policy

Develop a corporate Security Policy

Development of corporate policy and preparation for the GovConnect partnership.

Aim to comply with Central Government code of connection for GSX.

End 2007 P Silcock

4.3Corporate Records

Develop a corporate Records

Ongoing J Ellis

1 Note ? Improvement processes might include: recommendations from scrutiny, internal review and external input from statutory inspectorates and accrediting bodies.

2 Note ? Please make reference to the service's improvement actions which contribute to the issues identified below. Cross refer to service or departmental action plans as necessary. Education, skills and regeneration Community Cohesion – building a shared future Sustainability Section 17 – Contribution to Community Safety Fairness and Inclusion Putting Customers First / Increasing customer satisfaction

3 Note ? Please indicate where the action appears within another plan, e.g. Shared Futures Action Plan, Environmental Action Plan or a specific Improvement Plan, or cross-refers to OWDP actions

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Management Management guidelines

4.4Channel Strategy

Implementation of a Channel Strategy

Work with Council departments to identify services that could be provided electronically and develop business cases.

Includes process re-design and change management.

Ongoing M Brace P SilcockP Leese

4.5 Post Implementation Reviews

Ensure that the intended objectives of implementing IT solutions are met and aligned to meet the business objectives of the organisation

End project Reports shall reference Post implementation Reviews and a programme of Post Implementation Reviews shal; be developed and initiated, facilitated by SIM.

Reports to CMT,CPB, CIC, External Audit etc.

Oct 2007 L McKell

4.6 Lessons Learned

Ensure that lessons learned are used for the benefit of this and other programmes and projects being delivered in Bradford.

Projects to undertake Lessons Learned and to feed into the end project reports which are produced prior to the Bradford-i Projects closing.Lessons Learned documentation across all Work streams to be collated and made available for future programmes and projects.

Reports to CMT,CPB, CIC, External Audit etc.

Oct 2007 L McKell

4.7 Governance of corporate systems

Ensure effective governance across the new corporate enterprise and customer / departmental systems (ERP, LAGAN)

Establish appropriate governance arrangements under the guidance of the Bradford-i Programme Board.

Information Management Services Board and subsidiary groups established and operating effectively.

April-June 2007 S Watson

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Section 5: National and key local performance indicators

[DN populate PI Code and Description only as per M Widdowson email 27/2 – see attached table]

This table should include all statutory performance indicators and the service’s key local performance indicatorsPlease include all Corporate Plan and LAA performance indicators for which the service is responsible, together with all BVPIs, PAF and other statutory indicators, and all CPA Service Block indicators.

PI Code1 Performance Indicator Description

Responsible Officer Frequency Actual

2005/06Quartile position

All England Top quartile

Target2006/07

Actual2006/07

Target2007/08

Target2008/09

Target2009/10

LINKS2

This box only

This box only TRAFFIC LIGHTED

LESIM001

Provision of an effective Incident (fault) resolution service within ICT customer satisfaction survey - links to Partnership Service level 33

LESIM002

Provision of an effective service request resolution service within ICT - links to Partnership Service level 36

LESIM003

CT customer satisfaction survey - links to Partnership Service level 16

LESIM004 Availability of voice telephony services -

1 This is the formal PI code, issued when PIs are entered on the Corporate Database. If the KPI is new, please specify “new” in the table, and register the PI via the systems administrator. Please ensure that all PIs included in the Service Plan have been set up on the Corporate PI Database. These tables may then be generated directly from the Database system and copied into the Word document.

2 Linkages should be indicated in this column eg: CP - Corporate Plan LAA - Local Area Agreement LAA RE - Local Area Agreement Reward Element CPA

Please Cross refer BVPI or PAF code here, as necessary. NB We will be examining whether this information can be generated off the CPID system in the future.16

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links to Partnership Service level 14

LESIM005

24/7 availability of all Council websites - links to Partnership Service level 12

LESIM006

Provision of on-line access to system servers links to Partnership Service Level 10

LESIM007

To provide an effective data communications network - links to Partnership Service level 2

LESIM010

Provision of an effective electronic messaging service - links to Partnership Service level 1

Section 6: Service contribution to corporate health indicators

[DN still under development as per email from M Widdowson 27/2]

The service’s targets against the key corporate health indicators should be set out here. NB The set of key corporate health indicators has not yet been agreed. Also, the appropriate report format for service targets on corporate health indicators - ie what analysis is used - has yet to be agreed. These headings are illustrative only.

PI CodePerformance Indicator

DescriptionResponsible Officer

Frequency

Actual2005/06

(Service or corporate)

Quartile position(Corp)

All England

Top quartile

Target2006/07

(service or corporate

?)

Actual2006/07 (service)

Target2007/08 (service)

COMMENTS

BV12Average no. of days sickness per employee

TRAFFIC LIGHTED

Communication of Information Management policies and procedures across the Council

Review of

Communication

Revised communication strategy by Sep ‘06

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activity within

the service as part of the wider

programme

communications

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Section 7: Risk management

This table sets out the key strategic risks that attach to the Service’s plans / improvement priorities for the coming year. Each strategic risk identified must have a Risk Management Action Plan in place. In addition the service must maintain a full risk register. Please speak to Neil Broadbent (Risk Coordinator) for further guidance.RiskRef. (as per dept risk register)

Risk score:Current & Target

Possible Risk1 Management actions to reduce / eliminate risk2

Adequacy of management actions / controls (traffic lighted) 3

Required management actions / controls to achieve successful delivery of the priority

Responsible Officer

SIM1 B1 Insufficient Resources (Staff) on client team to satisfy contractual obligations.

Identify accurate level of resource, identify work programme & resource plan. Re-phased work programme for all non-urgent activities

Amber Resource bid for additional resources to address identified shortfall.

Head of SIM

SIM5 B2 Loss of credibility for SIM Team as a result of Partner failure

Minimise partner failure through effective governance and programme management and in event of any partner failure effective management of public relations.

Amber Head of SIM

SIM9 B2 Lack of appropriate financial support needed to manage the Bradford-i contract effectively.

Raise awareness of support issues across all available governance bodies (eg. CMT, CPB, Programme Board)

Amber Acquire appropriate level of support and senior management commitment to ensure effective financial contract management

Head of SIM

1 Risk – something happening that may have an impact on the achievement of your objectives. Includes risk as an opportunity as well as a threat. The risk is not what might happen as the consequence of something happening.

2 How we are controlling it at the moment.

3 For the adequacy of management actions/controls to be traffic lighted green this means there are no outstanding required management actions /controls except for monitoring of actions/controls already in place.

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Section 8: Efficiency and value for money

It is important that all services show how they are working to deliver efficiency and value for money. Value for Money (VFM) refers to much more than economy and efficiency. It links to outcomes: improved performance, customer satisfaction; and is influenced by local policy decisions.Demonstrating Value for MoneyPlease provide an assessment of how your service achieves VFM, including how the costs of providing the service compare to other authorities whilst allowing for external factors

The value for money assessment of the provision of an ICT service across the organisation has been established via the Bradford-i contract with IBM/Serco.

Performance measures exist within the contract to ensure that the ICT performance and be measured and benchmarked against industry and sector standards to reassure the organisation that its ICT provision continues to provide value for money.

Please give details of the internal process deployed to evidence Value for Money [DN – needs a description of the proposed Benefit realisation process when agreed]

Achieving efficiencies

Please set out your service’s anticipated Annual Efficiencies 2007/08 (Gershon) Description Cashable (£) Non Cashable

(£)Action needed to achieve

Savings in Supplies & Services

£22,205 Better control of spending via SAP P2P across the service

Any other comments relating to value for money or efficiency

VFM / Gershon efficiencies relating to the deployment of the Bradford-i transformation programme and related technologies is measured at a service level across the organisation as part of the wider benefit realisation process.

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Section 9: Organisation and workforce development plan

Key priorities for the service in 2007/08 under the 5 Priority Action Areas (as appropriate to the service)

Priority Action 1 Developing leadership capacity

Action Timescale Responsibility Resources / costs Performance measure / milestones

Comments

9.1.1 Develop management skills in the service

Ongoing Steve Watson Within base budget. Increase attendance in related subjects.

Retention of key staff9.1.2 Develop Member support and awareness training for the Bradford-i programme

Highongoing

Paul Leese Training costs within programme budget

Ongoing Member support during phase 1,2 & 3 go-live (to March 2007) and beyond

9.1.3 Support the Programme Director in providing Transformational Leadership to the organisation

HighOngoing

Steve Watson Within base budget Effective Benefit realisation and organisation business change evident by the end of 2007/8

9.1.4 Develop the current coaching and mentoring built into the programme structure

Medium31/8/07

All project Leads Within programme budget

Response to current round of PADS/SAWS scheme. Exit interviews for secondees

Priority Action 2 Developing the organisation


Comments

9.2.1 Facilitate the Introduction of effective BPR and change management as a core deliverable of Bradford-i

HighOngoing throughout 2007/8

Programme Director / HoS

Within programme budget – impact on service departments

Benefit realisation measures introduced. Gershon efficiencies measured.

9.2.2 Introduction of standard processes for the introduction of new ICT systems and applications

High01/05/07

Peter Silcock Within base Better use of ICT across the organisation. Clear prioritisation of requirements from the Strategic Partner.

9.2.3 Continue a programme of drop-in events and open days to promote the programme

Medium01/10/07

Paul Leese Within programme budget

Number of staff attending sessions.

Priority Action 3 Pay & rewards


Comments

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9.3.1 Support all staff (permanent and secondees) to develop by taking advantage of opportunities offered within the programme.

Medium SIM management Team

Potential salary cost increase over time. Potential loss of key staff from organisation.

Number of staff achieving promotions either within the programme or following secondments.

Priority Action 4 Developing workforce skills and capacity


Comments

9.4.1 Support the outcomes of the PADS/SAWS process and the related workforce development issues raised

Medium Lucy McKell External training costs, exam fees.

Staff evaluation.

9.4.2 Continuation and development of e-learning as part of the programme training initiative.

Medium Paul Leese Material development costs

Number of staff receiving CBT training.

9.4.3 Team Building Medium SIM Management Team

Within base budget Better team working across the programme, especially with colleagues from IBM and SERCO.

Priority Action 5 Resourcing local government


Comments

9.5.1 Develop a flexible working initiative within the Bradford-i programme

High01/06/07

Programme Director

Significant setup costs with related benefits across the organisation

Number of staff working flexibly. Improved staff retention and recruitment organisation-wide.

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