staffordshire ict directorate improvement plan 2010/11 –...

SICT Improvement Plan v1.0 Date 18/01/2010 1

Staffordshire ICT

Directorate Improvement Plan 2010/11 – 2014/15

Version 1.2

Draft

18/01/2010


Section 1 1.1. Introduction Welcome to the Staffordshire ICT Directorate Improvement Plan. Staffordshire ICT has improved drastically over the last few years. Previous significant underinvestment into the basic ICT provision is being put right and the Directorate has become much more customer focussed. “Systems Thinking” methods have been used to start adding more value to the business and minimise bureaucracy and overheads as well as ensure more governance by the Business Directorates. Over the next few years, ICT will be supporting Business Directorates to transform their services and deliver the significant efficiencies that the organisation will have to find. As a support service ICT’s priorities are dependant on the organisation’s and directorates’ strategies, improvement plans and priorities and this plan and the ICT Strategy will therefore have to be flexible and responsive. This version of the plan is based on an early draft of the council’s Strategic Plan and draft Directorate ICT Plans.

Mark Winnington Sander Kristel


1.2 Context Staffordshire ICT (SICT) plays a vital role in the delivery of County Council services, working in collaboration with other council services and partners in improving the delivery of services throughout Staffordshire through the efficient use of ICT. The Improvement Plan focuses on the key outcomes, priorities, improvements and resources needed to support the outcomes and priorities identified in the Staffordshire Unites Strategic Plan 2010 – 2015 and the Directorate Improvements Plans 2010/11 – 2014/15: SICT is currently re aligning its services and has identified 3 functional areas to deliver what the authority requires in an efficient way:

• ICT Service Management ensures that the day-to-day ICT service is run efficiently and is reliable. This includes the Help Desk function, desktop equipment, applications and printing and the management of the ICT Infrastructure for the whole County Council including Schools and the council’s partner organisations

• ICT Improvements ensures that ICT services are developed to add value to the business and help the business to transform their services. This includes project management, tendering services and systems development of those ICT systems that are crucial to the organisation.

• Staffordshire Learning Technologies delivers a good value ICT service to all County schools and other education establishments on a traded basis.

Within each of the Business Directorates a small ICT team, headed by an ICT Directorate Manager, provides the link with directorate specific business requirements. The mission of SICT is to enable the transformation of services throughout Staffordshire by the efficient use of ICT. Improvements in SICT in 2010/11 is focused on engaging with the customer/directorates and working with partners to gain clarity of their priorities, to ensure that ICT can enable them to meet their desired outcomes, with an efficient customer focused and robust ICT service.


1.3 SICT Structure


1.4 Summary of evidence

• Review of performance 09/10

Significant progress has been made in all these areas:

• Replacement of approximately 5000 Desktop PCs since the commencement of the PC replacement project.

• Complete refresh of Public Access Libraries IT services.

• All contributions to the Building Schools for the Future Programme (BSF)

have been high quality and on target. ICT forms a major part of transforming learning in Staffordshire and approx. 10% of the funding will (and has to be) invested in ICT services.

• Delivery of 280 notebook and laptop devices with mobile internet connectivity

to children in care, travellers and those attending Pupil Referral Units including training sessions for carers.

• Procurement of an e-safety solution for schools and libraries. Implementation

and training for 75% of schools, programme due to be completed by September 2010. This solution keeps young people safe online in our education establishments and Staffordshire County Council is most advanced in the UK with implementing this type of technology.

• Continuous improvements to Data Centre Infrastructure and Disaster

Recovery capabilities. � 2nd Tape Library installed � automated off site storage of backup media � improved replication and testing � installation of new Uninterruptable Power Supply � major improvements to Data Centre environment � installation of a 2nd mainframe for Social Care\C & LL Business

Continuity purposes

• Significant reduction in fault calls • Improving performance when dealing with 1st time fixes of customer incidents

• Some call resolutions have now been made self service activities e.g.

Password Self Service resets.

• Major savings realised in relation to Mobile telephony.

• Significant improvements to network resilience

• Improved capacity and rationalisation of data storage

• Clarifying the funding for ICT services with support from ICT Governance Board


• Continue to improve the management of ICT contracts. Progress reports

provided to procurement board. Gaining agreement to the plan to address compliance issues

• Pisces will be live April 2010 providing a fit for purpose vulnerable children’s

system. This will be used by 800 fully trained C&LL staff

• Production of road maps for legacy applications has started. Working closely with directorates to understand their future reliance on the systems/data and allocating business owners.

• Continued rollout of the Staffordshire Learning Net 2 (SLN2) Learning

Platform. This is now in use by more than 200 schools with a further 100 schools due to be implemented by April 2011.

• Replacement of the main switch together with the installation of an

uninterruptable power supply (ups) in all schools which enables remote management and restart of services.

• Key messages from Needs Assessments and other Research

Over the last year SICT has undertaken extensive Systems Thinking research which has shown that SICT needs to focus on development/improvements which are aligned with our customers’ objectives.

• Relevant External Feedback SOCITM benchmarking has shown that SICT provide good value for money SICT actively manage any comments made from external audits and internal audits. SICT work pro-actively with Partnerships for Schools to ensure the ICT element of BSF is robust and ensures a transformation of learning.

• Customer Feedback

This section provides a summary of the specific areas and mechanisms by which SICT proactively receives customer specific feedback:

• Systems Thinking work within SICT • Directorate Liaison • Customer Relationship visits to schools • Telephone and email school satisfaction surveys

SICT also keeps a register of compliments and complaints. SICT also received external comments from Libraries service users following the upgrade of their ICT equipment. These included comments as below:

“I think the new computers are much more efficient.”


“The ability to position the screen was excellent as was the colour and clarity of images.

Speed was far greater.” “The screen quality is better for your eyes and the flat screen is further back from your

face. This really makes using it more comfortable.”

“Internet access and flicking between pages is much faster, and I get a lot more done in the allocated time.”

“Much, much quicker and the screen and instructions are much clearer. In fact a

pleasure to use. Thank-you.”

Priorities This section of the plan provides a summary of the business drivers that have helped set the outcomes and priorities detailed in the plan. As SICT enables directorates to achieve their outcomes and priorities, most of the evidence is based on directorate specific projects/agendas over the next 5 years. Children and Life Long Learning (C&LL) Projects to be undertaken to underpin and achieve children and young people outcomes through improved service delivery include: • Delivery of Building Schools for the Future Programme • Delivery of Families First agenda (based on The Childcare Act 2006) • Delivery of Integrated Services delivery agenda (including Joint

Commissioning • Delivery of the 14-19 agenda • Delivery of improved information management through Pisces, ICS,

Contact Point and CAF • Delivery of the Care Matters agenda • Delivery of Community and Learning Partnerships • Delivery of the Aiming High agenda Social Care and Health (SCH) Staffordshire Cares is the new vision for adult care in Staffordshire, providing people with easier access to information, advice and support to enable them to live the life they choose. The key agendas underpinning Staffordshire Social Care and Health outcomes are: • Delivery of the aims of Putting People First through Transforming Adult

Social Care (TASC) – 2008-2011 • Personalisation agenda (Social Care Institute for excellence) Projects to support that include: • Staffordshire Cares System Replacement covering personalisation,

Integration, some commissioning, web site development and an e market place

• Domiciliary Care contracting • Customer information and access (Web)


• Geographical information (GIS)

Communities Directorate and Chief Executive’s Office (CXO) Projects to be undertaken to underpin and achieve communities and Chief Executive’s outcomes through improved service delivery include: • Delivery of Integrated Youth Support Service (IYSS) • Deliver safer and stronger communities • e-Safety • Effective delivery of a Libraries Management System • Improving how we communicate with our customers (Web Improvement)

Development Services Directorate (DSD) DSD is involved in virtually every aspect of daily life in Staffordshire. To achieve its outcomes the following major change projects have been identified: • Delivery of Waste to Recycling (W2R) • Overhaul of the way facilities are managed (key enabler will be a Property

Portal) • Longer term review of Depots. Strategic Property is involved in

discussions with regional partners which could lead to reducing accommodation.

• Delivery of an Integrated Highways Management system (IHMS) • Joining Up Services and New Ways of Working (Tipping Street Build

(flexible working, customer-focused ways of working) • Climate Change (innovative solutions to reduce carbon emissions)

Partnership Working It is clear from the directorates’ improvement plans that they are all anticipating a level of partnership working. Highlighted below are the potential partners SICT may have to work with to enable some of the directorate outcomes to be achieved: Partnerships SICT are already working with include:

• NHS/PCTs (working closely on the new SCH system replacement and also exploring the purchase of a broadband network with them)

• Staffordshire Fire & Rescue • Staffordshire Police • Staffordshire Probation • District, Borough and Stoke City Councils • Staffordshire Connects

Partnerships SICT are looking to work closer with include:

• PIV (Private, Independent and Voluntary Sectors) • Third Sector • Connexions Staffordshire • Staffordshire Safer Roads Partnership • Local Strategic Partnerships


Section 2 - Key Aims 2.1 Vision

The vision of SICT is to enable the transformation of services throughout Staffordshire by the efficient use of ICT.

The outcomes to achieving this vision are:

• Transforming the organisation to become more efficient • To drive service improvement • To provide improvement plans for major corporate applications • To improve governance • To improve partnership working

2.2 Outcomes The SICT outcomes and priorities for 2010/2011 – 2014/2015 have been established taking into account the directorate outcomes detailed in their improvement plans, their major projects and SICT internally focused excellence. Drive Service Improvement To ensure that we continually improve the value that Staffordshire County Council derives from its ICT technology investments to improve the efficient delivery of front line services. This includes providing technology directly used by the public (e.g. the SCH personalisation agenda) and technology used by all business users (e.g. Library system).

Improvement Plans for Major Corporate Applications To ensure that we realise our return on existing investment, by maximising our use of current systems. To realise the benefits of the SAP enterprise product To realise our investment in GIS, Capita ONE, Capita SIMS, Trim, IHMS and WEB CMS. For each Corporate application to have an agreed plan or ‘road map’ to define where the application will be developed to meet the requirements of the business.

Improved Governance To ensure that there is clear Business involvement in the identification and prioritisation of SICT services, developments and improvements, linking closely to directorate and corporate strategic objectives.

Improvements to Partnership Working To establish partnership working where this adds value to our skills-base, makes us more efficient or provides us with additional resources. As with any of our other new projects the partnerships will need to be based on a clear Return on Investment. This includes joint procurement exercises (e.g. our new Adult Social Care System) or delivery of services and systems for or by other partners (e.g. our new and existing Broadband network).


Key Priorities The key priorities to achieving SICT outcomes are detailed below. In the table below these have been mapped to the Staffordshire Unites Strategic plan 2010-2015 cross cutting outcomes:

Drive Service Improvement

• SI1 - Ensure customer access to business critical systems • SI2 - Improved customer support • SI3 - Customers will know how to request end-to-end ICT services • SI4 - Identify technology enablers that could promote service

improvement.

Improvement Plans for Major Corporate Applications

• IP1 - Customer applications are proactively managed • IP2 - Business continuity and disaster recovery improvements

Improved Governance

• IG1 - Improved customer engagement • IG2 - Effective programme and project management • IG3 - Improved risk management

Improvements to Partnership Working

• PW1 - Drive business partnership working • PW2 - Proactive working relationship with our partners • PW3 - Develop compatible/integrated infrastructure capable of

partnership working


2.4 Working together for our communities

a) Working as a single organisation

Drive Service Improvement

Priority Working as a single organisation SI1 - Ensure customer access to business critical systems

Working with customers to understand their business critical systems to ensure access.

SI2 – Supporting customers with their continued use of IT

Working with customers to provide a proactive customer focused help desk delivering value added support.

SI3 - Customers will know how to request ICT services

Working with customers to provide a clear agreed way in which they request any ICT services

SI4 - Identify technology enablers that could promote service improvement.

Working with the customer to promote technology that could enable their service improvements

Improvement Plans for Major Corporate Applications

Priority Working as a single organisation IP1 - Customer applications are proactively managed

Working with customers to ensure that their portfolio of applications are effectively managed and fit for purpose, fulfilling their directorate priorities

IP2 - Business continuity and disaster recovery improvements

Working with the customer to ensure that the IT infrastructure and network services supporting their critical systems are less prone to failure. Demonstrating capability with disaster recovery tests.

Improved Governance

Priority Working as a single organisation IG1 - Improved customer engagement

Working with the customers to improve the role of the ICT Governance Board (IGB) and to ensure ICT is involved in any business planning/budget work

IG2 - Effective programme and project management

Working with customers to ensure that programmes and projects are managed effectively, efficiently and that they are


value for money, meeting the needs of the service.

IG3 - Improved risk management

Working with the customers to ensure that risks are being effectively managed.

b) Working with other organisations

Improvements to Partnership Working

Priority Working with other organisations PW1 – Drive business partnership working

Working with customers and partners (identified in 1.4) to ensure SICT is agile in responding to promoting partnership working

PW2 - Proactive working relationship with our partners

Working with partners (identified in 1.4) to ensure delivery of ICT on behalf of them and/or provision by partners for SCC

PW3 - Develop compatible/integrated infrastructure capable of partnership working

Working with partners to understand the underlying technical requirements to enable customers to benefit from efficient partnership working arrangements.

2.5 Resources

SICT resources need to be applied to meeting the needs of the organisation assisting them to achieve their outcomes and priorities. This is evident in SICT’s reflection on processes and structures to enable us to respond. During 10/11 there will be a review as part of the re alignment of ICT services to provide more efficient services longer term.

2.6 Innovation and Efficiencies

In 09/10 ICT will overachieve its savings target by at least £250K. Similarly the projection for 10/11 is that ICT will again overachieve its target through efficiencies and innovation. However, more demand from Business Service areas to use technology as a means to save on staff and transaction costs will place an additional strain on ICT resources including the budget in future. Areas that will continue be looked at include:

• Realignment of SICT • Standardisation of processes and technology (ICT Standards Group) • Joint working with partners outside the council including the

Broadband/Telephony next generation project • Printing strategy • Facilitate flexible working


• Responding to the climate change agenda 2.7 Measuring success throughout the year

• SLA and reports to directorate ICT • SICT will have customer focused measurements; continuing to understand

and unblock areas where there are issues.

2.8 Accountabilities and performance

Staffordshire ICT does not have any national indicators. In line with the Systems Thinking changes to the organisation’s PIs Staffordshire ICT are developing more customer centric local indicators that are based around what matters to our customers.

2.9 High level risks

Outcome

Ref. Risk Description Action to be taken to

reduce risk All Loss of a regional network hub would

have a significant impact on service delivery.

Move network hubs to purpose built data centres moving forwards that are less prone to unauthorised access, fire, flood etc.

Failure of a key system or operational ICT function affecting the council’s service delivery

Work that the CCWG do with the business to develop robust Business Continuity Plans and implement affordable Disaster recovery technology.

Failure of a key ICT supplier delivering operational or project services or solutions.

Have robust business driven contracts with suppliers and prepare Business Continuity plans.

2.10 Major change projects

The following projects have been identified as the major change projects that will impact upon SICT:

• Staffordshire Cares replacement system • Broadband Telephony project • Delivery of Building Schools for the Future Programme • Pisces (vulnerable children’s system)


• DR & infrastructure project • ONE upgrade (LEA & Schools) • Any s75 change activity

Section 3 - Longer Term Planning

This section sets out any major considerations that may effect longer term planning over the next 3 – 5 years.

• 2010 elections. National elections may bring changed legislation that may

impact upon the services delivered within the directorate • Public spending reviews. SICT is conscious of the pressures being placed

on public spending at a national level that the County Council will be required to respond to over the coming years.

• Local elections including County Council elections in 2013 • Technological advancements. Keep up to date and understand the

business benefits of new technology (e.g., Social Networking) END


Appendix 1 – Improvement priority – outcome and performance measurement (in year monitoring) Section 2 2.9 & 2.10 Accountabilities and Performance

Improvement outcome and priorities (linked to Strategic Plan)

PI No. (eg.NIS number)

Description of indicator

Cabinet Member

Accountable Manager

Previous out-turn (baseline)

Previous year’s target vs outturn (eg.RAG rating)

Year 1 Target Year2 Target Year 3 Target Year 4 Target

Drive Service Improvement (SI)

SI1 - Ensure customer access to business critical systems

• All security and tools reviewed

Ensure that customers will be able to access business critical systems Customers (internal and external) are able to access systems/ data to satisfy the requirements of their job

Vic Falcus

Fully document the business critical applications and assist the Business Continuity Group in the validation of business continuity plans. Develop and test agreed ICT contingency and Disaster Recovery plans aligned to business criticality. Review the security tools in use within the authority and improve services and solutions to facilitate

Full blown DR test. Analyse lessons learnt – further refinement and resolution of issues encountered. Implement and solutions not completed in year 1. Continuous review of effectiveness in

Normalise activity, refine as part of ongoing Business Continuity work and ICT operations.


By the end of 2010 all customers will be using new reliable IT equipment. (<3 years old)

improved security to assist with flexible working and compliance with external codes of compliance e.g. Government Connects. Complete desktop refresh, further review the use of virtual desktop technologies to facilitate flexible working. Agree printing strategy.

line with Codes of connection and changes in working practise. Continue to review strategy and increase the take up of virtual desktop solutions. Implement printing strategy across the estate.

SI2 - Supporting customers with their continued use of IT

• Continue to change from a Contact Desk to Help Desk (First time fixes)

Customer help desk calls are resolved, where possible, at the first point of contact

Vic Falcus

Understand and analyse the high volume requests\calls and through Problem Management remove failure demand by resolving root cause issues. Evaluate Help


Customers do not have to wait more than 24 hours for problems to be resolved Enable/empower customers to resolve problems where possible Ensure that the customer receives ICT

desk skills and continue to improve this by mentoring through more experienced staff. Identify calls that take over 24 hours to resolve and investigate trends\root causes. Identify key areas for customer self service e.g. Password resets, software deployments, delegation of administrative controls. Provide supporting systems, policies and procedures to allow Identify ICT equipment that


equipment that is “Green”

is “green” and potential savings

SI3 - Customers will know how to request ICT services

Customers have a clear route to request ICT services Customers know what IT services can be provided Customers will be clear on when and how the service will be delivered Supporting customers with their requests

Janice Smith

Understand the current routes available to customers to request ICT services. Ensure that the ICT Service catalogue is up to date and effectively communicated Delivery dates are discussed and agreed with the Customer Identify the best methods by working with the customers

Working towards single route into ICT (irrespective of service requested) Continual review of ICT Service Catalogue / changing service demands Improvements in production of target dates and more accurate estimates for Improvement work Improve the role of User Groups and encourage more use of Business change teams / super users

Introduction of self service to improve Customer access channels


SI4 - Identify technology enablers that could promote service improvement.

Keep up to date with new and emerging technologies the and potential business benefits they could bring

Janice Smith

Review the role of the ICT Standards group and the R&D function

Create capacity within the Development teams to take on Application Improvement function – to increase the benefits that can be obtained from existing investments

Improvement Plans for Major Corporate Applications (IP) IP1 - Customer applications are proactively managed

Customer applications have a roadmap and have the correct level of ICT support.

Janice Smith

Identify the corporate applications. Work with the customer to produce a roadmap/EA for the Capita ONE system, using the major upgrade as an opportunity to review ICT support arrangements. Agree plan for review of other applications.

Continue to produce roadmaps / EA for prioritised / critical applications

Continue to produce roadmaps / EA for prioritised / critical applications


IP2 - Business continuity and disaster recovery improvements

Ensure the infrastructure and disaster recovery plans can support the business systems now and in the future

Improved Governance (IG) IG1 - Improved customer knowledge and engagement

Ensure business planning workshops involve SICT Develop the business liaison role Customer needs are reviewed/revised/developed to ensure SICT services are fit for purpose

Janice Smith

Discuss specific involvement of ICT in future Business Planning workshops Agree new engagement model with Directorate ICT teams and Corporate / Business Change teams Introduce / expand the role of user groups


Review the role of the IGB, IBA and business group

Understand the AS IS and identify the issues. Produce an action plan to resolve

Implement agreed changes to the ICT Governance function and measure improvements

IG2 - Effective programme and project management

Clarify/enhance the project process maturity model Ensure the correct board structure is in place for all projects Project management will span the end to end process Create effective benefits realisation model

Janice Smith

Develop the skills of the ICT Project Managers Introduce ‘job descriptions’ for key roles on Project Boards Involve project managers earlier in the Improvement process and ensure follow through to Operational handover is improved

Work with Corporate Programme and


Change teams to raise the skills required to develop robust Business Cases and understand / identify / realise benefits

IG3 - Improved risk management

Effective methods are in place to manage risks Ensure the role of the manager of a risk is compiled and communicated

Janice Smith

Pro-active review of strategic and operational risks Work with Corporate risk manager to raise awareness of identification and management / mitigation of risks

Embed Risk management in both Operational and Improvement functions

Improvements to Partnership Working (PW) PW1 - Drive business partnership working

Continue to develop the work of the ICT Governance Board to become more strategic and forward looking. Develop long term plans for each directorate and corporate

The right senior business leaders keep attending the board. Long term plans are endorsed and monitored. All plans developed and agreed.

Develop integrated planning rather than separate


requirements. Ensure that Directorate ICT Manager or other arrangements give ICT enough business knowledge and foresight to be able to plan for required change.

Ensure that a robust change management process exists and roles and responsibilities are well developed and communicated.

ICT plans.

PW2 - Proactive working relationship with our partners

Continue to work with Staffordshire Connects and assess the value of projects to the organisation and Staffordshire as a whole. Work with partners on any major developments or procurements.

Investigate the possibility of using the Staffordshire Connects CRM for future developments. Engage partners on the Broadband retender. Engage partners on the Staffordshire Cares System replacement.

Roll-out broadband to partners.

Integration of the new Staffordshire Cares System with other partners particularly Health.


Handover Police Pay-Roll to the HR Shared service centre.

PW3 - Develop compatible/integrated infrastructure capable of partnership working

Strengthen partnership relationships for greater awareness of our readiness for partnership working / shared services

Janice Smith

Identify opportunities for closer working with Partners of major Improvements. Involve Partners in major ICT procurements where appropriate

Develop understanding of different drivers as well as common aims and objectives

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