North Warwickshire Borough
Council
Information and Communication
Technology Strategy
2006 – 2008
Version : Final Draft v4 – AD’s,POG’s, IT Sub
December 2005
Information and Communication Technology Strategy
DRAFT
Contents
1.
Executive Summary ..................................................................................................... 3
1.1
Structure of the Strategy .............................................................................................. 3
2.
Introduction .................................................................................................................. 4
2.1
Purpose of the Strategy ................................................................................................ 4
2.2
Timeframe, Approach and Audience ............................................................................ 4
2.3
Constraints ................................................................................................................... 5
2.5
External Influences ....................................................................................................... 5
3.
Where do we need to be? – The ICT Vision ................................................................. 6
3.1
The 3 year ICT vision ................................................................................................... 6
3.2
Implications for ICT Governance .................................................................................. 6
3.4
ICT Standards & Legislation ......................................................................................... 7
3.5
Applications Portfolio .................................................................................................... 8
3.6
Infrastructure Required................................................................................................. 8
3.7
Skills Required ............................................................................................................. 9
4.
Where are we now? ...............................................................................................10
4.1
Current ICT Governance............................................................................................10
4.2
Current ICT Standards & Legislation ...........................................................................12
4.3
Current Applications ....................................................................................................12
4.4
Current Infrastructure ..................................................................................................15
4.5
Finance .......................................................................................................................17
4.6
Skills ...........................................................................................................................18
5.
How do we get to where we want to be?................................................................19
5.1
Future ICT Governance ...............................................................................................19
5.2
Implementing Standards & Legislation ........................................................................20
5.3
Applications Portfolio ...................................................................................................21
5.4
Infrastructure ...............................................................................................................23
5.5
Skills ...........................................................................................................................24
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1.
Executive Summary
North Warwickshire Borough Council is going through a period of significant change and the
drivers for change are diverse. This is bringing with it challenges, but more importantly major
opportunities for the organisation in the delivery of services for local people.
High quality, customer focused services are dependant on access to information; from
Borough Care helping older people to remain independent; to Economic Development
encouraging investment to provide jobs for young people. We all need rapid access to useful
and meaningful information.
The potential benefits of the changes envisaged in this strategy are significant and wide
ranging and they can only be realised through the use of modern information and
communication technology (ICT).
This document describes the technical and organisational elements we will implement to
achieve a robust and reliable ICT service to support the Council’s aims. Delivery of the
strategy is subject to a number of key dependencies, not least capacity and the availability of
capital resources, revenue resources, ICT skills and a skilled workforce that is able to use
technology. It is also dependent on continuing to work closely with our partners in the public
and private sector especially the Warwickshire Online Partnership.
The strategy will need to be flexible and built to change to respond to new government or
council initiatives, which change our priorities. It needs to ensure we take advantage of
appropriate and cost effective innovations that can improve service delivery.
1.1
Structure of the Strategy
Section 1 is this Executive summary.
Section 2 – Introduction: gives a brief introduction and the background to this document. It
sets the strategic and policy context for the ICT Strategy.
Section 3 – Where do we need and want to be? : The ICT Vision : this covers technology
opportunities, the implications for ICT organisation, applications, infrastructure, emerging
legislation and standards.
This ICT vision is based on the assumptions that the Council is aiming to provide:



Effective services efficiently - Enable both staff and the public to access
information and applications where and when they need them in order to deliver or
receive the services the Council regards as a priority.
Partnership working - Work with and learn from partners and stakeholders to
provide joined up, accessible services to local people.
Improved Decision Making - Use information to help improve operational and
strategic decision making.
Section 4 – Where are we now? : This provides a position statement detailing applications,
standards, technology infrastructure, ICT governance and skills.
Section 5 –: How do we get to where we need to be: achieving the ICT Vision - provides
the high level targets needed to move the Council forward so that it can achieve and develop
its ICT vision.
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2.
Introduction
The Council’s last formal ICT Strategy covered period to the year 2000. Since then our aims,
objectives and vision for developing ICT and applications has been driven by e-government.
These have been documented in the annual Implementing Electronic Government Returns
that have been approved by the Council and submitted to the Office of the Deputy Prime
Minister (ODPM).
The end of the formal, central government funded e-government programme in March 2006
sees the emphasis moving, from implementing new technology, to getting the benefit from
what has been deployed.
Advances in communications technology are making it possible to more easily share
information and work collaboratively, irrespective of location – at home, on the move, in
different offices, any locality. Technology can also help ensure that people can access
services equitably using ways they prefer. In this environment of increasing availability,
flexibility and complexity, the Council depends on a sound information and technology base.
2.1
Purpose of the Strategy
This strategy is intended to ensure that the investment made by the Council in Information
and Communication Technology (ICT) is aligned with the delivery of the Council’s Priorities
and Corporate Plan. Information and Communication Technology must support the delivery
of the Council’s services in ways that citizens want and value.
The ICT Strategy underpins and guides the annual Computer Development Programme,
which forms part of the Council’s overall capital funded investment programme.
This strategy is intended to define the technology and the operational services needed to
support the effective strategic, operational and public use of e-services and information.
It is important that we have an ICT Strategy which: 



Builds on the investment made in hardware and software and develops the use of
systems to meet council priorities.
Makes available the information being produced and collected.
Capitalises on the opportunities for change and service improvement by using
technology.
Helps identify the type of organisation and skills that will be needed to make the most
of the ICT we have and what will be possible.
2.2
Timeframe, Approach and Audience
2.2.1
Timeframe
The ICT Strategy will cover the next three years taking the council to the end of 2008. It will
be reviewed and updated annually to reflect what has been achieved and new requirements.
It will be subject to formal review in 2008 for re-publication for the 2009.
2.2.2
Approach and ownership
The Strategy has been developed with regard to Council policies and priorities and by
reference to best practice as defined by the Society of Information Technology Management
(Socitm). The ICT Strategy is developed by Information Services on behalf of the Council.
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2.2.3
Audience
This strategy is intended to inform Councillors, Staff, Partners, Citizens and Local
Communities about how the Council intends to use technology to support access to and
delivery of services.
The Strategy will help guide day-to-day technology decisions and actions. It will help inform
suppliers and guide the purchase of new hardware, software, applications and services.
2.3
Constraints
This strategy takes a corporate view of ICT needs, which may sometimes conflict with
divisional needs. However, if the council is to get maximum benefit from using ICT, services
need to be involved in the implementation of business solutions, as they rely on operational
ownership and cultural change.
Our aim is to provide the best technology and ICT services for the council, but there are
practical constraints such as finance, time and skills.
2.4
Council Priorities & Other Strategies
The Council has identified a number of key priorities, which support its vision for the Borough
and its communities. These corporate priorities are reviewed annually as part of the
Corporate Plan process. They support the longer-term themes and aims defined in the
Strategic Plan for Warwickshire and the North Warwickshire Community Plan.
2.4.1
Corporate Priorities
ICT will help the Council achieve each of its priorities in some way, however, it has a direct
impact on the priority relating to access to service: 
Improving Public Involvement/Access to Council Services - Improving people’s
involvement with and access to our services through e-Government, the Contact
Centre and Area Forums.
We will work to ensure we deliver best value in terms of quality, timeliness and economy for
the services of NWBC.
2.4.2
Other Strategies and Policies
The ICT Strategy needs to link with and support the delivery of other council strategies and
policies, most specifically the HR strategy - for staff development, the Information
Management Strategy, the proposed Access to Services Strategy and the IS Security Policy.
2.5
External Influences
During the life of this Strategy the council has to achieve a number of important milestones
and respond to government initiatives and legal requirements. Some of the key issues which
will impact on the ICT Strategy are listed below:  Support Freedom of Information Act compliance.
 Deliver E-government priorities by March 2006.
 Achieve Gershon efficiencies and respond to the Value for Money agenda.
 The delivery of a redeveloped Warwickshire Strategic Plan and North Warwickshire
Community Plan.
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

3.
Implement CPA Action Plan and develop our “direction of travel”.
Develop sustainable partnership working (e.g. WOLP) and develop new partnerships.
Where do we need to be? – The ICT Vision
The ICT vision must support the Council’s business vision and priorities for how it will serve
the people and communities of North Warwickshire. The Community Plan for North
Warwickshire is being redeveloped in 2005/06 to provide a longer-term strategic view.
3.1
The 3 year ICT vision
This section sets out how the Council and the people of North Warwickshire could use
technology for accessing information and delivering services.
North Warwickshire Borough Council remains committed to its vision for e-government as
laid out in the first Implementing Electronic Government Statement:
E-government Vision
“We believe e-government will fundamentally change the way we work as an
organisation and will help to provide high quality services to the people of North
Warwickshire. The services will be delivered in a way that best fits the people of North
Warwickshire at an affordable cost.”
The ICT Vision supports this by aiming to: ICT Strategy Vision
“Provide effective technology and ICT services for the Council, to assist,
support and encourage the use of ICT to improve services to the public and
help meet the council’s priorities and information needs.”
This will be delivered through developing the following key building blocks (objectives):  Accessibility – to give appropriate access to information and services to all people when
and where they need it, using ways they value including face-to-face, telephone, website,
mobile phone (known as access channels).
 Partnership – to work with others to provide convenient and consistent, joined up
services the Council regards as a priority and which the citizens’ want and value.
 Effective ICT service provision – to provide effective, efficient and reliable technology,
information and ICT services by developing our own staff and resources and by working
with others; sharing skills, developments, technology and information.
 Flexibility and Innovation – to be responsive to the need for change and help services
identify and use technology to support new ways of working.
3.2
Implications for ICT Governance
This vision will drive how we manage and deliver ICT services and information. We will
need to consider and develop services which address the following: Accessibility:
 The Council will need to take a wider, more strategic view of the use of applications
and information if the principles of one-stop service provision are to be successful.
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


We need to encourage the use of cheaper, accessible on-line electronic services,
such as Internet payments and self-service to delivery the efficiencies anticipated.
Provide access to information and services regardless of location (council buildings,
at home, on site), time or device.
The Council will provide information and services that are accessible for all by
complying with accessibility standards and by providing services in ways people want
i.e. via the telephone or the web.
 Partnership:
 We need partnership protocols in place to be able to provide specific services across
government tiers and across organisations.
 We need to develop a sustainable model for ICT projects done in partnerships.
 Effective ICT service provision:
 Business cases for technology projects will be produced and ICT developments will
help deliver Council priorities and the benefits identified.
 Flexibility and Innovation
 The council will respond effectively to change and the organisational impact of new
systems and ways of working.
 The Council will need to be able to measure the impact of new processes and
technologies and be able to judge if they are making a real difference to peoples lives
 Implement software and applications, which support changing ways of working such
as collaborative working, cross service processes, decision support.
3.4
ICT Standards & Legislation
We will implement standards and adopt best practice to help us manage technology and
information effectively.
 Accessibility
 Manage our information successfully to ensure that the right people get access to the
right information at the right time. We will do this by implementing Information
security classifications, information management standards (ISO 15489) and
protocols.
 Protect the council’s physical and information assets and ensure confidentiality for
our citizens by continuing to implement the BS7799 (security standard).
 Partnership
 Enable secure connection to other networks and the secure storage and use of the
council’s and partners’ information by conforming to the principles of the BS7799
Security Standard.
 Effective ICT service provision:
 Ensure information is owned and can be used and shared effectively by implementing
Information Management Standards, schemas and categorisation standards.
 Provide high quality ICT services by adopting ICT service standards and best practice
such as PRINCE2, ITIL (Information Technology Infrastructure Library) and MSP
(Managing Successful Programmes).
 Ensure staff are aware of ICT standards and policies which impact on their use of ICT
or information.
 The council will have systems in place to ensure we can respond to legal
requirements such as Freedom of Information and that we comply with legislation and
standards.
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3.5
Applications Portfolio
Over the last few years we have replaced the majority of the council’s main applications such
as the Rents, Finance, Planning systems.
Our aim is to provide an effective, comprehensive suite of business applications (e.g. Council
Tax, Housing) and corporate applications (e.g. GIS, Web site) that support the council’s
priorities and services. Our strategy for achieving this is to:  Effective ICT service provision:
 Be business driven - The purchase and implementation of new applications must be
driven by a business case.
 Provide cost effective solutions
o Where possible use software already purchased e.g. use software for other
purposes, procure additional modules.
o Investigate and adopt Open Source software where there is a business case.
 Buy not build - Purchase “off the shelf” applications written to support the Local
Government market, selecting best of breed where possible.
 Partner - Look to implement or work with other Councils.
 Adopt industry standards – Deploy industry standard software for email, personal
productivity, anti virus etc. Ensure applications meet national standards such as egif.
 Integrate - Ensure integration is carried out where it makes processes more effective
and enables information to be shared.
 Comprehensive – Fill the gaps in our application and software portfolio where there is
a business case, particular priorities include performance management and decision
support software.
3.6
Infrastructure Required
The infrastructure covers the central computers and communications hardware, the cabling,
network hardware and operating system software. All applications need the infrastructure as
a base for them to work on.
We already have some of the technology in place to achieve this vision. However, we need
to build an infrastructure that supports the Council’s current requirements and anticipates
future ways of working.
To support the vision the infrastructure will continue to be developed to:
 Accessibility
 Provide greater availability of systems and information (24x7 where necessary and
appropriate)
 Make using applications and accessing appropriate information easy for staff,
members and citizens, while maintaining security e.g. simplified, secure access,
single log-on and authentication.
 Effective ICT service provision
 Reduce total cost of ownership of hardware, software and systems.
 Provide reliable, resilient and flexible systems and services, able to support ongoing
change with minimal disruption
 Give cost effective provision e.g. assess the use of open systems as a potential way
to reduce cost.
 Provide up to date hardware, software and applications, which are fit for the job.
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 Flexibility and Innovation
 The council will use new technology to support innovative ways of working which
improve services delivery and working practices.
3.7
Skills Required
The Council must develop its staff to utilise the systems and information they need to do their
jobs effectively. Well trained staff will be able to contribute to developing services through
the use of technology and systems.


The Council will need to continue to develop its staff to have the skills needed to use
the applications and information they need to do their jobs.
IS Division will provide ICT resource and services through developing our own staff,
buying in services or working in partnership.
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4.
Where are we now?
To understand what needs to be done to get to our vision we must have an understanding of
our current use of Information Communications Technology (ICT).
4.1
Current ICT Governance
The range and depth of ICT services needed by the council are provided via a mixture of
methods. The majority of services are delivered by Information Services staff with others
such as email scanning being bought in or provided in partnership.
4.1.1
Direction and Management
Responsibility for Information and Communications Technology lies with Information
Services Division, which is part of the Resources Directorate.
Projects – A forecast of ICT needs is built into the Council’s 10 year Capital Programme.
Projects that require capital resources are reported to the Resources Board in the annual
Computer Development Programme, which is part of the Capital Programme.
The Computer Development Programme is made up of:



E-government projects - arising from the e-government and modernisation agenda.
Service projects - proposed by specific service areas to support corporate priorities
and/or their service delivery.
Efficiency projects – provide a corporate cost or business benefit and support
council’s work on efficiencies.
Infrastructure projects - needed to maintain and develop the computer and
communications systems and network.
Progress on the Development Programme, including e-government projects, is reported to
the monthly Extended Management Team meeting, this group also helps set priorities.
IT projects are managed using the PRINCE 2 methodology and as such are managed by a
project manager, who reports to a project board. Each project must have a valid business
case, owned by the service(s) that requires the system. Information Services produces the
project plans for corporate systems and works with other Divisions/services to produce
development plans for their systems.
The Member and Officer e-champions oversee the e-government programme. E-Strategy
Groups, each chaired by an Assistant Director, lead cross cutting theme group such as a
Customer Contact Group and a Land and Property Group. These groups play a key role in
defining projects and monitoring progress. The chairs of the groups meet to approve
business cases, set priorities, monitor e-government progress and ensure cross
theme/divisional coordination.
Strategic e-government issues and the IEG updates required by the ODPM are reported to
the Executive Board. Members’ IT Sub-Group is consulted on the development programme
and individual projects.
Bids and Purchasing - Information Services Division handles all ICT purchases centrally.
Each year services are asked to compile bids detailing their IT needs. These are discussed
with divisions and a programme is put forward to Principal Officer Group (POGS) and
Extended Management Team (EMT) for approval.
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The majority of the hardware replacement is managed via the Computer replacement
programme.
Equipment for new posts should be included in the cost of the post.
Business Continuity - As the dependence on technology grows the impact of the loss of
ICT service becomes more critical. We have a disaster recovery (DR) service with NDR,
which is tested annually; the results of the test are used to improve DR processes and
procedures. Each Division is responsible for defining its business continuity arrangements,
including identifying ICT requirements.
4.1.2
Current In-house ICT Services
Information Services Division (IS) - The division has three sections:- Support ,
Development and Procurement and Printing. Support and Development are primarily
involved with delivering ICT services. The Division provides helpdesk support, support
engineers, network management, application support, information management and project
management. Detail of the Division’s services, its objectives and structure are described in
the annual Information Services, Service Plan.
The Division has an establishment of 15 full time equivalent staff, supplemented by 4.5
temporary staff funded from IEG Grant until 2006. The Assistant Director will review the
services provided by the Division and propose a resultant structure by March 2006 to
coincide with the end of IEG funding.
Divisional Expertise – Application support - Some Divisions have staff dedicated to
the support and use of their business applications. This is beneficial where the business
process is heavily integrated with, and dependant on, the application such as in Revenues
and Benefits and in Planning. These staff have knowledge of the service and its processes,
they are able to work with IS and suppliers to ensure systems meet service needs.
4.1.3
External ICT Services (outsourced provision)
The range of skills needed to manage the breadth of technologies used, will always cause
difficulties for a small team. Regardless of its size, no single ICT company can provide best
value across the whole spectrum of a local authority’s ICT requirements.
Our approach is to provide the core ICT services as effectively and efficiently as possible
using our resource and to develop relationships with suppliers, consultants and partners to
supplement skills and capacity.
Supplier, Consultancy and Partner Support - We aim to work with our application
suppliers to ensure we have the level of support needed. We use consultants to provide
services we do not regard as core business or which we aren’t resourced to provide.
Examples of this approach include:


Consultants - The use of consultants to help with defining and redesigning services
(Business Process Redesign (BPR)) before services are migrated to the Contact
Centre.
Contractors - An external contractor provides support for the Telephone switch.
Service Providers - Internet security services including anti-virus, anti Spam and
email filtering are outsourced to an Internet Service Provider, who provides services
to the majority of Warwickshire Councils.
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

Application Suppliers - Varying levels of application support and maintenance are
purchased from our suppliers.
Partnership - We have a shared approach to purchasing systems and services (e.g.
Contact Centre and Anti Virus provision) and to learning via pilot projects managed
by WOLP partners.
Known ICT Governance Issues:
 The Council needs to develop ICT structures to meet future challenges and reflect
the end of the formal e-government programme.
 We need to have access to the range of professional and technical IT skills and
services needed for the future. Investigate working with partners (e.g. WOLP) and
developing relationships with suppliers / contractors.
 Need to develop and implement a framework for helping identify and achieve
benefits from IT Projects.
4.2
Current ICT Standards & Legislation
We have implemented or are in the process of complying with a number of technology and
information related standards:







We have adopted Prince2 for IT Project Management.
Used BS7799 (Information Security Management Standard) to formulate our
Information Security Policy.
Developed a land and property database known as our Local Land and Property
Gazetteer which complies with BS7666 address standard.
Purchased systems to comply with the government’s e-Gif standards.
Use the Local Government Category list as the base for our Web site and EDRMS.
Conformance with level AA of the Web site accessibility standard (AA of the W3C
WAI standard).
Use of the Local Government Category List (LGCL) to organise our website
information, Contact Centre services and Document Management System (EDRMS).
Adopted industry standard technologies to help reduce total cost of ownership of
hardware, software and systems.
The rigid adoption of standards is difficult given the requirement for open procurement and
the need to balance business functionality with technical fit and supplier responsiveness.
Known Standards and Legislation Issues:
 Migrate from the Local Government Category List (LGCL) to the government’s new
standard known as the “Integrated Public Sector Vocabulary” (IPSV), which aims to
standardise how services are described so that the public can access them more
easily.
 To get most benefit from the LLPG we need to use it as the common link to property
information for all systems.
 We need to develop the use of the LLPG for non-addressable land and properties
e.g. a communications mast or a well in a field.
 We need to investigate the use of the IT Infrastructure Library, which provides a best
practice framework for IT service management.
4.3
Current Applications
Over the last few years we have replaced or upgraded a number of applications. We have
done this to help achieve e-government targets and improve access to services.
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The use of existing systems or the need for new applications will be reviewed as services
migrate into the Contact Centre. Existing applications are reviewed periodically to ensure
that they continue to meet the council’s needs. The redesign of processes may lead to
changes in the way services are provided and systems used.
We must have the core applications and technologies in place to provide a platform to
support service delivery to the public, access to information and communications. The
SOCITM technology architecture model (Figure 1) provides a framework for describing these
core building blocks.
Figure 1 – SOCITM Technology Architecture model
Citizens
Contact channels – Web, post, fax, email, in person, telephone
Service application areas – e.g. Housing, Planning, Council Tax
Shared applications – e.g. Finance, HR, CRM, Gazetteer,
Procurement
Application support tools – e.g GIS, Intranet, Reporting Tools
Common infrastructure services – e.g. Office Systems, Workflow, DIP
Infrastructure – e.g. PC’s, Servers, Network, Telephones.
The next sections use this model to identify the applications, software packages and
technologies used by the Council.
Business Area
Application
Status
Fit for
Plans
purpose
Service Applications
Revenues and Benefits
Housing Maintenance
Academy
ISB
Existing
New 2003
Yes
Yes
Housing rents and
allocations.
Land Charges
Planning
Revenues and Benefits
Integrated Document
Management
Environmental Services
ISB
New 2005
Yes
SX3
SX3
Comino
New 2005
New Sept 05
Existing
Flare
Existing
Yes
Yes
Partially
old
version
Yes
Refuse
In-house
Existing
No
Review 2008
Potential for
Contractor Module
and Handhelds 2006
Review 2010
Review 2011
Replaced Ocella.
Review and
replace/upgrade by
Oct 2006
Additional training
2005/06
Review / replace
2006
WOLP Project
Review 2007
Review 2010
Committee Minutes
Lotus Notes
New 2005
Yes
IT Helpdesk
Richmond
Existing
Yes
Electoral Registration
Consilia
New 2004
Yes
and management
Shared Applications (corporate cross-cutting information systems)
Contact Centre – CRM
Steria /
New 2004
Yes
Upgrade to 2.1 due
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Business Area
Application
Status
Contact Centre –
Automatic Call
distribution (ACD)
Finance
e-procurement
MacFarlane
New 2004
Fit for
Plans
purpose
Oct 2005. Review
2009 as required by
Steria contract
Yes
Review 2009
TASK FMS
TASK FMS
New 2005
New 2005
Yes
Partially
Local Land and
Property Gazetteer
Facilties (Assets)
Bank / payment transfer
Plantech
Existing
Partially
Northgate
Front Office
Cash receipting &
telephone Payments
HR and Payroll
IBS
Existing
EIGER
New 2005
(BACS)
Radius ICON Upgraded
2005
Northgate
Existing
Partially
Yes
Phase 2 Dec 2005
e-purchasing only.
E-tendering
investigation 2005/06
Review use of SX3
Oct 2005
Review 2006
Review 2009
Yes
Review 2009
Develop use of HR
modules 2006.
Review 2008
Application Support Tools (software to help people use and present information)
Geographical
Cadcorp GIS Existing
Yes
Develop use and
Information Systems
Web GIS in 2005/06
(GIS)
Process mapping and
Protos
Existing
Yes
Review 2006
documentation
Reporting Software
Crystal
Exisiting
Yes
Skills development in
Reports
2006
Project planning
Microsoft
Existing
Yes
software
Project
Common Infrastructure Services
Corporate EDRMS &
Trim
New June 05
Yes
Phase 1 live Sept 05.
Workflow
Implement 06/07
Content Management
Jadu
New June 05
Yes
Replaced Civitas
(Web and Intranet
(Apache web
Web Site June 2005.
Application)
server)
Intranet 2006
Directory Services
Microsoft
Existing
Yes
Review 2008
ADS
Personal Productivity –
Microsoft
Upgrade as
Yes
Review 2007
Word Processing,
Office 2000
part of PC
Spreadsheets.
replacement.
Email & Calendar
Exchange & Upgraded
Yes
Upgraded to
Outlook
2005
Exchange 2003
Email archive & backup Cryoserve
New 2005
Yes
Review 2010
Infrastructure
Microsoft Server
Microsoft
Upgrade as
Yes
Review 2008.
operating system.
Windows
part of PC
2003 Server. replacement.
Unix Operating System Solaris
New 2004
Yes
Review 2008
Desktop operating
Microsoft
Upgrading to
Yes
Review 2007
system
Windows
eliminate NT4.
2000 / XP
Internet browser
- Internet
Existing
Yes
Upgrade as needed
Page 14 of 24
Yes
Information and Communication Technology Strategy
DRAFT
Business Area
Application
Status
software
Explorer 6
-Firefox
Oak
New
Existing
Fit for
Plans
purpose
no plans to change
Yes
browsers used
Partially Review 2008/09
Existing
Yes
Review 2006
Upgraded Oct
2005
Existing
Yes
Review and upgrade
2009
Telephone Switch
Management
Desktop and server
Anti-virus software
Backup software
Database Management
Systems (preferred)
Symantec
Anti virus
Veritas
Oracle
SQL Server
Yes
Known Application Issues:



4.4
Some services are not supported by business applications. The business case for
these must be made if they are to be progressed. Some service needs will be
identified as they move into the Contact Centre.
Old applications developed in-house such as those developed in Microsoft Access
(Refuse, Grounds Maintenance) need to be replaced, as they are becoming less
reliable and there are limited skills to support them.
We need to develop integration between applications where there is a need to
improve efficiency and accuracy.
It is difficult to produce reports from some systems and we do not have a mechanism
for easily bringing information together to provide management information.
Current Infrastructure
The infrastructure is the foundation on which all the Council’s systems and applications work.
A solid and reliable infrastructure is needed to give access to systems, information and
resources such as printing and scanning.
The Council has invested in its technical infrastructure and now has the following in place:-
4.4.1






Hardware
Access to computers - The council provides computers for all staff with a need to
access information systems.
Personal computers - A replacement programme guides the purchase of PC’s and is
based on a minimum supported specification using Intel processors. Laptop
computers are provided where there is a business need i.e. home / mobile working.
Monitors - Slim, flat screen TFT monitors are now provided as part of our standard
specification.
Remote locations - We have improved the availability of computers and the speed of
the network at Leisure Centres.
File Servers – Replaced a number of lntel file servers (large computers), which are
now running Windows 2000 or 2003.
Backup – We have upgraded the backup solution to provide quicker backups, easier
restores and less down time for applications being backed up.
Page 15 of 24
Information and Communication Technology Strategy
DRAFT
4.4.2
Communications Infrastructure
The communications infrastructure enables the council to store, disseminate and
communicate information.
Network










Local Area Network - The Council has a Local Area Network that covers the main
buildings including Old Bank House, the Council House, the Depot and Leisure
centres.
Network Protocol - The network protocol used is TCP/IP.
Network Architecture - The network is a Cisco layer 3 switched Ethernet network
configured as recommended for a small/medium sized network.
Network Speed – The network supports 100 Mbit connection to our desktop
computers and provides1Gbit connection for servers.
Wireless - Provide wireless access for Councillors at home and in the Civic Suite.
Firewall - A new Watchguard firewall has been installed to help provide secure
access to and from our network.
Cabling Standards – Older cabling is Cat5, new cabling is installed as Cat5e.
County Broadband - A connection to the County Broadband network has been
installed for use by the Contact Centre.
Secure Logon - Biometric identification (fingerprint scanning) has been implemented,
initially to enable Councillors to securely access the network.
Presentation - Installed presentation equipment in the Council Chamber.
Email
E-mail is an essential business communication tool and therefore the reliability and
accessibility of the service is essential.


The Email server and application has been upgraded to provide additional capacity.
An Email archive solution has been implemented to improve resilience, search
capabilities and backup/restore.
Telephony
The Council uses an Index Switch at the heart of its telephone system. This is a vital
piece of equipment for the council as the majority of people use the telephone to access
our services.


The software on the Index switch from Oak, has recently been upgraded.
The Index Switch has been integrated with MacFarlane Automatic Call Distributor
(ACD), and is therefore integral to the Contact Centre.
Printing
The Council has a policy of using centralised, network printers wherever possible as they
provide the least cost option for printing.



There are 8 Xerox printer copiers deployed through the council for general printing
and copying.
There are 2 Xerox bulk copiers and a colour copier, which can be used via the Print
room service.
Small printers are only deployed where there is a security or business need for local
printing.
Page 16 of 24
Information and Communication Technology Strategy
DRAFT
4.4.3




Home Working/Flexible
Broadband - Home working has been piloted with staff and Councillors using
Broadband connections.
o Where possible broadband is the minimum for connection to the Council.
Virtual Private Network - A secure virtual private network (VPN) has been
implemented to give secure access to the Council’s network and applications.
Thin Client Solution - Access to applications such as Academy has been provided for
home workers using a Terminal Services thin client solution.
Remote and Mobile Working:o We have piloted handheld devices (Blackberry) for remote email.
o We have piloted tablet PC’s for office use and are to deploy them for a
specific mobile working project.
o Laptops fitted with GPRS cards have been used for remote working at Court.
Know Infrastructure issues:







4.5
Capacity - There is little spare capacity on the network and telephone system, it is
difficult to find spare telephone extensions, numbers or network points to allocate to
staff.
Telephone Cabling - The cabling infrastructure for telephones is old and inflexible.
Network Cabling - Certain network points are testing as faulty and are unable to
support the higher network speeds to the desktop PC.
Remote access - Access to email, applications and information while out of the office
needs to be provided in a way that is secure, cost effective and supportable.
Thin Client Solution – our current configuration may not support the range of systems
needed by potential home/mobile workers.
Telephone Switch Review - The possible replacement of the Index telephone switch
will need to be investigated towards the end of the life of this strategy.
Sign-on – The number of passwords required by some services to logon to all the
systems they need access to is an issue. Secure single sign-on to more that one
system is desirable.
Determine the council’s position towards Government Connects as way of delivering
joint working and information sharing - assess the business need for:o Authentication
o Secure email
o Integration
Finance
From 2001 to 2005, successful Implementing Electronic Government Statements resulted in
additional capital grants from the Office of the Deputy Prime Minister to support the
implementation of e-government.
Investment in hardware and software can result in additional maintenance costs and result in
pressure on revenue budgets. For every project the revenue costs must be identified within
the business case. Wherever possible we aim to counterbalance any additional revenue
costs against the savings that can be made by efficiencies, such as the replacement of costly
and obsolete equipment and systems. If there are additional revenue costs arising projects a
source of funding must be identified if the project is to progress.
The Capital programme for the next few years will revert to pre e-government levels and
there is an expectation that the Council will get efficiencies from investments made in ICT.
Page 17 of 24
Information and Communication Technology Strategy
DRAFT
4.6
Skills
Employees and Councillors
Most jobs require some use of computers, staff within the Council House, Old Bank House
and all Councillors have access to ICT equipment and applications. To ensure the most
efficient use of technology and systems staff and members must have the skills and
confidence to use them and personal productivity products such as email and Word.
A significant investment has been made in training in the use of technology.









Appraisal - The skills and knowledge required for each job and person is considered
at Appraisal.
ECDL - Staff can now work toward the European Computer Driving Licence (ECDL)
qualification to give a broad understanding of ICT and software.
Learn Direct - Learn direct (on-line training) facilities are available for short IT
courses e.g. Word or Powerpoint.
In-house Application training - The Council provides in-house training in the use of
applications such as e-procurement, Planning system and Web Content
Management.
Technical Training - Specific technical or IT project related training is arranged by
Information Services.
On the job training - This is often provided for new staff in their services applications
and processes.
Prince 2 - IT Project Managers are trained in Prince 2 project management.
Awareness - Information Service holds two Open Days a year to raise awareness of
the use of existing systems and new technologies.
Briefing sessions are held on policy and strategy changes.
Community Skills
This strategy needs to support the development of skills by local people and the wider
availability of access to ICT.
The development, marketing and take-up of e-enabled services provided in ways that meet
the needs of people, especially local people, are a key part of the modernisation and
efficiency agendas.
Known Skills Issues:





We have skills gaps; some staff are unable to make full use of the software they
have.
We have skills gaps relating to reporting from systems and managing information.
We need to keep on top of the changing skills and knowledge needed to exploit
existing systems and recognise opportunities for using ICT.
As technology and the Council’s requirements become more complex (e.g. mobile
working, application integration) the skills required to support ICT become more
diverse and specialised (e.g. security skills, integration development skills). We
need to ensure we develop, buy-in or share the skills needed to support future ICT
services.
We need to support the Access and ICT elements of the Community Plan.
Skills are needed to effectively publicise, promote and measure the use and impact
of our e-enabled services.
Page 18 of 24
Information and Communication Technology Strategy
DRAFT
5.
How do we get to where we want to be?
To implement the strategy, achieve our vision and address the known issues the Council
needs to continue to invest in hardware, systems and skills.

Applications - The applications used by the council must be developed, upgraded and if
necessary replaced so that services are well supported and information is readily
available.

Hardware - Ageing equipment needs to be replaced as it becomes unable to meet the
council’s needs.

Infrastructure - The ICT infrastructure needs to be developed to cope with the growth in
use and the technical complexity needed for the range of applications used by the
council.

Standards - It is essential that the council continues to adopt common standards for
hardware and software and that it develops approaches to national standard and best
practice.

Governance – The Council needs to develop the governance of ICT including our
approaches to ICT service provision, partnerships and the skills and knowledge of those
that use technology and information.
There will always be a need for day-to-day, tactical and technical decisions. However, we
will use this Strategy as a guide, ensuring that decisions are aligned with one another, that
there is a business case for action and that they help us to achieve our overall aims.
The next sections describe the targets we have set to implement the strategy. Those
scheduled for the next 12 months are provided in some detail. Targets for 2007 and 2008
are described at a higher level, they will be revised and updated as we move into these
years.
5.1
Future ICT Governance
To provide the ICT governance needed to achieve our vision we will:Targets
 Accessibility
Assess and aim to
understand the
impact of e-enabled
services
Promote and
encourage the takeup of electronic
services.
 Partnership
Develop Partnership
Service delivery.
Target
Date
Action
Deliverable
Carry out consultation
and monitor take up of
e-services.
Measurement of
peoples’ use and
satisfaction with eenabled services.
Promotional
campaign.
March
2006
Assistant
Director
(IS)
March
2006
Take-up monitoring
and evaluation.
July
2006
AD (IS),
Web
Master /
PR Officer
Joint working
proposals.
March
2007
Develop campaign to
promote e-services.
Work with WAITO /
WOLP to identify
opportunities for joint
working.
Page 19 of 24
Resource
WOLP
AD (IS)
Information and Communication Technology Strategy
DRAFT
Targets
Action
Deliverable
Service protocols
Develop service
for any joint ICT
protocols for joint work. work.
 Effective and efficient ICT Service Provision
Improve Project
Develop Project
Document and
Management
approach and
implement Project
documentation to
Initiation Process.
ensure a business
case is identified and
approved.
Document and
Ensure benefits of IT
implement IT
Projects are identified
project benefits
and delivered
framework.
Support Council’s
Annual test of
IS Disaster
approach to Business Council’s IT Disaster
Recovery Manual.
Continuity
Recovery
arrangements.
DR Plan to meet
Develop range of
other Services’
responses to Services’ needs.
business continuity
needs.
Identify partnering
opportunities.
Ensure completeness Update ICT policies
Replacement and
of all ICT standards
and standards and
Disposal Policy.
and policies.
raise awareness of
them.
e-Gif Compliance
assessment.
Clearly define roles
Define IS structure in
Approved IS
and responsibilities in response to the end of Structure. (Corp
ICT.
e-government
Plan Target)
programme / funding.
 Flexibility and Innovation
Support Councils
To provide an
Organisation and
approach to Home
organisational/support
ICT services to
and Flexible working. response to the
support home and
developing policy and
flexible working.
initiatives.
5.2
Target
Date
Resource
March
2007
March
2006
Information
Services
Manager
April
2006
Dec
2005
Information
Service
Manager
Sept
2006
March
2007
July
2006
Dec
2006
Dec
2005
March
2007
ISM
AD (IS)
AD (IS)
Implementing Standards & Legislation
To implement the relevant standards and legislation we will: Targets
 Accessibility
Improve
categorisation of
information to help
people find and
access information
Action
Deliverable
Migrate from Local
Government Category
List (LGCL) to the
Integrated Public Sector
Vocabulary (IPSV).
IPSV.
Use of IPSV by
the following
applications: Web
 EDRMS
 Contact Centre
Page 20 of 24
Target
Date
Dec
2006
Resource
Project
Managers
Information and Communication Technology Strategy
DRAFT
WAI, W3C level
AA compliance
Target
Date
July
2006
March
2006
Audit gap /
compliance report.
Jan
2006
Project
Officer
Web
AD (IS) /
Audit
Penetration test.
Jan
2006
ISM /
Consultant
Dec
2006
ISM
Dec
2005
Support
Manager
Targets
Action
Deliverable
Improve electronic
records management
Comply with
accessibility
standards.
Continue to
implement actions,
which improve
security.
(BS7799)
Investigate the adoption
of ISO 15489.
Work towards
compliance with WAI
W3C web standards.
Audit IS Policy against
BS7799
Feasibility study.
Test network security.
Identify and implement
Improvement plan
actions arising from
actioned.
audit and test.
 Effective and efficient ICT Service Provision
Continue to improve
Investigate the use of
Gain awareness.
ICT service
ITIL for ICT service
management – use
management.
of ITIL (Information
Implement if
Technology
appropriate.
Infrastructure Library)
5.3
Resource
AD (IS)
April
2006
Applications Portfolio
We have set the following targets to help achieve our aims and objectives set: Target
Action
Deliverable
Target
Date
 Accessibility
Make email
accessible for
home, remote and
mobile working.
Pilot handheld
“Blackberry” devices.
Completed
assessment of
functions and cost.
April
2007
Solution to provide
email to home
workers (least
cost)
Produce business
case.
Oct
2006
Produce business
cases for services
not supported by
business
applications.
Investigate method to
make email accessible
from other
devices/PC’s
Prioritise those
services with no
business app or using
outdated applications: Refuse.
 Ground
Maintenance
 Leisure
Redevelop Intranet
using Jadu Content
Management.
New Intranet
Investigate the
Integration of the
Intranet with EDRMS.
Feasibility and
Business case.
Make the intranet
the first point of
reference for
information
Resource
AD (IS)
Information
Services
Manager
(ISM)
2006
2006
Page 21 of 24
Oct
2005
July
2006
Dec
2006
Project
Manager
Web.
Information and Communication Technology Strategy
DRAFT
Target
Have one copy of
the council’s
electronic
documents.
Develop systems to
improve information
to managers and
members.
Action
Deliverable
Implement EDRMS
across the Council.
Housing
Planning
Improve reporting for
decision support.
Corporate storage
and retrieval of
documents.
Information needs
audit (part of
Information
Management
Strategy)
Technical
solutions report.
Investigation and
develop business
case.
Review
Establish if there is a
performance
need to improve
management
Performance
information and
Management Systems.
systems.
Investigate
Investigate knowledge
Feasibility study
Knowledge Sharing sharing applications
 Effective and efficient ICT Service Provision
Use cheaper, per
Implement system to
Web payments
transaction methods ensure all payments
of payment.
can be taken
electronically
 Partnership
Investigate
Build on the WOLP
Technical
integration methods pilot on integration to
Approach defined.
provide integration
where needed.
HR application
Investigate the wider
Options report.
implementation
use of the Personnel
system as required by
HR.
E-procurement
Implement full eE-tendering
development.
procurement solution
solution.
 Flexibility and Innovation
Investigate
Investigate emerging
collaboration /
alternative software for
communication
collaboration /
tools
communications.
Target
Date
March
2006
July
2006
April
2007
April
2006
Oct
2006
Oct
2006
Project
Manager
EDRMS.
AD (IS)
AD (IS)
July
2007
AD (IS)
April
2006
ISM
July
2006
AD (IS)
Oct
2006
ISM
April
2006
AD (IS) /
Procurement
Manager
Investigate Market
Places
Participate in Eauctions.
Oct
2006
Feasibility study
into the use of
technologies such
as messaging,
Blogs, Wiki, micro/
Extranet sites.
Dec
2006
Page 22 of 24
Resource
AD (IS)
Information and Communication Technology Strategy
DRAFT
5.4
Infrastructure
To continue to develop the Council’s technical infrastructure we will: Target
Target
Date
Action
Deliverable
Identify technical
solutions and methods
of monitoring provision.
Technology defined
and implemented
where there is a
business case.
Dec
2006
ISM
Investigate
authenticate access for
citizens.
Secure access to
Academy e-public
system.
Dec
2005
ISM
Dec
2006
AD (IS) /
WOLP
Provide technology
to support the
Council’s home /
flexible / mobile
working policy and
priorities.
Respond to Council’s
Flexible working policy
– develop a suitable
technical infrastructure.
Decision on :authenticated,
secure access to
applications and
information (e.g.
Government
Connect)
Documented /
costed ICT
proposals for home
working.
June
2006
ISM
Dec
2006
Develop telephony
Convergence of Voice
and data
Business cases for
and further
implementations of
mobile working
Trial Voice over IP
(VoIP)
 Accessibility
Support the
council’s goals for
service provision
e.g. 24 x 7
availability of web
services.
Ensure citizens can
securely access
their information
Develop proposals
for use of data
cabling to support
voice or wireless
voice.
 Effective and efficient ICT Service Provision
Improve backup and Investigate and
Reduced down
restore capabilities
implement new backup time due the
to ensure when
and restore solution.
backups.
failures do occur we
can recover easily.
Faster restore of
data and
applications.
Improve logon to
Investigate strong
Simplified logon as
systems by single
authentication for logon part of Councillor
secure logon (staff
– e.g. using tokens or
laptop replacement.
and members)
biometrics
Feasibility reports
on single sign on
Page 23 of 24
March
2007
Resource
ISM
July
2007
Nov
2005
Information
Services
Manager
(ISM)
Nov
2005
ISM
March
2007
Information and Communication Technology Strategy
DRAFT
Target
Action
Deliverable
for applications and
strong
authentication.
Identification of any
network issues and
remedial action
Target
Date
Network
infrastructure
development
Network testing
Network monitoring
to proactively
manage network
utilisation and help
with future planning
(capacity planning)
Network monitoring
Proposals for
ongoing network
monitoring
March
2006
Review cabling
infrastructure
Proposals for
updating ICT
infrastructure
March
2007
Personal computer
and server
replacement
programme
Implement PC
replacement plan.
Document Server
replacement policy.
Ensure cost
effective IT
Solutions
Investigate Open
Source software for
Infrastructure and
Desktop.
 Flexibility and Innovation
Use of technology to Maintain awareness of
enable innovative
technical innovations
service provision.
and promote
opportunities for use.
5.5
Documented
approach to server
asset management.
Document options
and
recommendation
Identified strategic
IT projects.
Jan
2006
Resource
IT Support
Manager
April
2006
IT Support
Manager
April
2006
Sept
2006
Project
Manager.
Ongoing AD (IS)
Skills
This section sets targets relating to the skills needed to deliver the strategy and support the
technology and those needed to make use of technology, information and applications. The
Human Resources Team manages training and the majority of training is arranged as a
result of needs identified during appraisal
Target
 Accessibility
Encourage staff and
members to obtain
relevant ICT skills.
Ensure that IS staff
have the skills
needed.
Action
Deliverable
Ensure a range of IT
awareness / training
opportunities are
available.
Regularly review the
skills in the division and
those needed.
Open Days.
Application
Training and
workshops.
Learn Direct and
ECDL
IS skills audit.
IS Training Plan.
Page 24 of 24
Target
Date
Resource
2 times
pa.
IS Division
As
required
Project
Managers
Ongoing
HR /
Managers
AD (IS) /
ISM
March
2006
April
2006