west sussex county council · 2016-06-16 · west sussex county council . it strategy . 2016-2020 ....

Agenda Item No. 6 Annex Document

West Sussex County Council

IT Strategy

2016-2020

IT Strategy 2 Release 1.0 [email protected] June 2016

IT Strategy – summary of content

Page

1 Context Review of consultation feedback

3

2 Objectives of our IT Strategy Identification of 2 strategic objectives

Enabling organisational agility Enabling information & data sharing and collaboration

Identification of 3 themes to be addressed Information & data capabilities IT service & capabilities Digital inclusion

6

3 Enabling Future West Sussex Objectives and themes validated with key aspects of the Future West Sussex:

Working together Access and use of information Technology enabled

Overview of the role of the IT function and link Alignment with Corporate Resources and Services Business Plan

9

4 Our IT directions Identifies 8 key directions that underpin all IT decisions: 1. Cloud first 2. Wireless everywhere 3. Open platforms 4. Device agnostic 5. User-centric 6. 2 speed IT 7. Design for data and

information 8. Risk based security

14

5 Ready for the Future Identifies existing trajectories:

Office365 and Windows 10 migration Customer Services Platform SAP Optimisation Electronic records and documents Data, information & analytics IT Service and governance

22

Appendix A – Investing for Opportunity 37 Appendix B – List of Customer Service Platform components 44 Appendix C – CRM product selection 45 Appendix D – IT Governance overview 51


1. Context

The Council operates in a digital world, a world where customer demand and expectation reflects the social use of technology, where data and information is being created at an increasing rate, and where people and things are ever more connected. In this world we can use technology and data to transform our services, personalise services, create new business models and build new operating models for service delivery. We have consulted widely and spoken to decision-makers, partners, stakeholders and industry experts. We have asked about how they foresee the future, about their ambitions and about the barriers and constraints that they experience. We heard that while this organisation has certainty about the outcomes it wishes to achieve and the values that it holds, there are many different ways that these might be achieved. This is not surprising in an organisation that delivers such a broad range of services, some of which are customer focussed and others place focussed, where some respond to customer demand while others seek to intervene or prevent and where new configurations of duties, partners and customers can be imposed as well as chosen. We heard that in some parts of the organisation operating models are fluid, with some under development, some undergoing significant review and others considering alternate delivery models. In some cases outcomes from partners are awaited as these will have significant impacts on the future operations, for example the NHS Digital Footprint. In other cases decisions about the scope of commissions or procurements have yet to be made, in particular whether or not these would include 3rd party provision of technology to support third party service delivery (that is, providers use their technology to deliver, not the Council’s). We heard that we are changing the way we interact with our customers. The Customer Experience Programme and the activities of Customer Services will lead to new approaches to delivering customer services, often predicated on assumptions about the creation of online capabilities which meet the objectives of our Channel Strategy and respond to the growing customer expectations of online service delivery. We heard about a need to reconfigure front-line and support services to meet the challenges of reduced funding, increased demand and seeking opportunities


to increase income. We are reviewing our property estates and the way people work and, we heard that different functions will want to work in different ways, for example some decision-makers speak of bringing teams together in an administrative building with minimal working away from the desk, others speak of a highly mobile workforce and others of a highly distributed workforce, sometimes embedded in the community. We also heard about some certainties, for example that the Council will continue to grow its network of partners, suppliers and people that will extend participation in service delivery. It is accepted that these third parties will need to work with Council information and data, sharing and collaborating to achieve service outcomes and building delivery processes. It is also accepted that the Council will need to access data held by partners. The diversity of likely partners is extensive, ranging from large multi-nationals to small business, other public sector bodies, third sector organisations, community groups and individuals. The 3SC Devolution Prospectus epitomises our intent for working together with our public sector colleagues. Our IT strategy has to be flexible enough to meet any of the demands that may arise from the outcomes of our Devolution offer. From what we have heard we know that the main challenge of IT is to deliver capabilities that enable organisational agility. A strategy that removes IT as a barrier or constraint and, instead, enables different parts of the Council to share information and data, collaborate and develop innovative and different operating models. Our IT Strategy builds on the strongest elements of our existing technology base and proposes investments in new technology that will deliver new capabilities and opportunities. We describe our aims and intents, we set out 8 strategic directions and we describe how we will use existing trajectories to achieve our objectives. We support this with a business case for investment.


2. Objectives of our IT Strategy

The needs and requirements of the organisation have been identified through extensive consultation with stakeholders. From these discussions we have developed an overarching strategic objective that IT needs to:

enable organisational agility To enable the organisation to thrive in an uncertain world our strategy must enable different parts of the organisation to build business models that are appropriate to their context and customers. We must assume that these will be different for different business functions as they interact with different customer groups. Consequently, our corporate strategy for information and technology must endeavour to enable any operating model and any way of working. The prime purpose of this strategy is, therefore, to enable organisational agility. The best way of doing that is to free all parts of the organisation from technology-based constraint, so ideally:

• Place or connectivity - information and data users should not be required to use particular buildings, networks or equipment to do their job.

• Time – users should be able access what they need whenever they need it, including at times that they are not connected.

• Boundaries – organisational or geographic boundaries should not inhibit access to information or data. We should enable appropriate access for anybody, irrespective of who employs them or where they are located.

• Products – we should minimise requirements to use specific pieces of equipment or software when this is safe and practical.

• Safety – we should ensure that the way we manage information and data is effective in keeping people, groups and the organisation safe by applying proportionate and relevant policy.

In section 4 we discuss IT directions that will enable organisational agility. Nearly all stakeholders identified a need to handle and use information and data more effectively across the organisation, giving rise to a second strategic objective of the IT Strategy which is that IT needs to:

enable information & data sharing and collaboration All parts of the organisation need to share information and data with each other, with partners, suppliers and customers. Most stakeholders believe that there are barriers and constraints that limit our ability to share. Some of these are technical and relate to the systems and tools we have to handle data, some are


related to the data itself and its accessibility and formats. In many cases cultural or behavioural issues are mentioned, for example “it’s easier to share with another organisation that to share within the Council”. It is clear that there is a good understanding about the potential for data to drive decisions, evidence policy, report performance and enable joined up services. We anticipate development of systems that can generate large volumes of data, such as telecare, monitoring systems and new means of customer engagement. There is a requirement to manage and work with these large volumes, in particular to gain intelligence that might lead to action, such as early intervention, or lead to insight and innovation. In section 4 we describe some key directions that will enable us to share and collaborate with data more effectively. Building on the Information and data theme, a number of more specific needs have been identified. These contribute to a broader theme relating:

Information and data

• Data rich and information poor – We need to enable better access and use of data. There is recognition that data is collected from thousands of interactions each day and that this is stored in multiple systems, however using this to inform day to day business decision-making or for modelling future scenarios can be difficult. This is exacerbated by the creation of new data or information silos when cloud-based solutions are commissioned without consideration of how raw data can be accessed and used.

• We don’t know what we have – We need to understand better the data resources available to us. There is no register of the total collection of data available to us.

• Single views – We need to join up data. Almost all decision-makers refer to the fact that we do not have single views of data, that is viewing data extracted from multiple sources brought together around a theme, for example a child, a household, a customer or a place.

• Line of Sight – We need to understand where data comes from. It can be difficult to follow the line of process and transaction history across multiple systems (for example, tracing back the build-up of a payment made via Accounts Payable back into the social care system that generated it).

• Analysis not designed in – We need to consider analytical requirements earlier in systems design. While systems often meet an operational need, few design in data collection required for analytical purposes such as performance monitoring or forecasting.


• Data quality is poor – We need to improve data quality. This is a widely held opinion and relates to a number of issues, such as: incomplete data that may be sufficient for operational activity but cannot be used to measure performance or for forecasting; out of date data leading to service errors (e.g. sensitive information sent to an old customer addresses). Sometimes we are not clear why data needs to be collected so the need to be accurate is not always fully appreciated at the point of data capture.

• Ownership is not clear – We need to be clear about who is accountable for data. In many cases there is no certainty over who is accountable for making decisions about certain data sets, this causes inertia, perpetuates quality issues and holds back collaboration.

There is a clear recognition of the value of technology to enable the organisation to operate successfully, however a number of issues and concerns emerge, leading to a set of IT requirements relating to systems design, IT services and IT capabilities. These contribute a second broader theme relating to:

Technology design, service and capability

• User and Customer focus – We need to ensure that our IT delivers usable, useful and used solutions, ensuring that there is a strong focus on the context of why and how our users, whoever they are, interact with our information and systems.

• Intelligence and analytics - We need to enhance our tools to analyse information to derive meaning from it.

• New ways of working – As part of organisational agility, we need to support workforce and property strategies, including the digitisation of information and data currently held in paper or in other physical formats.

• Staying relevant – We need to ensure that line of business systems present information and data in ways that stay more aligned with changes in business process and function so that we avoid works-rounds and customisations that increase the complexity of systems.

• Up to date software – We need to ensure that systems, including line of business systems, do not get out of date so that support is more readily available, so we can more easily re-use components and to make it more likely that we can build points of integration when these are required.

• Up to date devices –We need to acknowledge and recognise that users will need to use different device forms (such as tablets, smartphones, wearables, ultra-thin laptops) in different work contexts (for example in the office and in the field).

• Tight/loose - We need to make it easier to comply with agreed constraints on the use of information and data while enabling innovation and new ideas, releasing technological constraints when it is safe to do so (being “tight” where we have to and “loose” where we can).


• Just works - We need IT that “just works” by focussing on hygiene factors that ensures that points of interaction with the IT function are known and easy to use, acknowledging that small failures, such as a power block not working or a cable missing have, cumulatively, as big an impact on user productivity as major systems failures.

• Affordable and performing – We need to ensure that our IT solutions deliver real outcomes and that our use of investment is optimised through effective governance mechanisms. We need to give weight to the voices of the users, business and subject experts, acknowledge commercial realities and ensure that systems deliver what they promise.

Finally, we need to ensure that our IT approach encompasses a broader theme of digital inclusion.

Digital inclusion

• Public access – We need to support our channel strategy and other initiatives that seek to help customers use technology to interact with services, create resilient communities and enhance democratic participation.

• Smart County - We need to influence the growth of the publicly available digital infrastructure, in part to enable new services approaches (for example, technology enabled social care) and in part to encourage local economic growth and digital wellbeing.

The digital inclusion theme will inform our decisions about IT directions, for example by ensuring that we maintain a focus on user experience as we design online services. We will also consider the broader impact of our technology decisions and how these may impact the local digital infrastructure.


3. Enabling Future West Sussex

Our stakeholders have identified the objectives and themes that we should address through the IT Strategy. In addressing them we are setting an agreed direction that enables the Council as a whole and we need to ensure that we do that in a way that supports the Council priority outcomes set out in the Future West Sussex Plan and the business plans developed by each of our business functions.

The Future West Sussex Plan sets out our guiding principles that shape the delivery of our goal to help our residents lead happy and healthy lives. Out IT strategy is developed within these principles and they influence how we use our technology building blocks to support and facilitate service delivery. For example, the guiding principle “Help you to help yourself” shapes the investment we want to make in a Customer Services Platform (see section 5). We describe our ambitions and we have used these to validate the key themes that have emerged from discussion with stakeholders, for example the desire that we want the Council to be even more efficient and effective with high customer service standards. This shapes our IT directions and trajectories (described in sections 4 and 5) so that we ensure that the capabilities we provide enable efficiency through digitalisation of service and a customer-centric approach to solution design. The Plan describes our priorities and how we will make these happen. We have used these intents to ensure that out IT objectives are aligned and will enable our colleagues and partners to achieve their objectives. We do this by ensuring that our IT capabilities act as building blocks that can be used to support all aspects of service delivery across the Council. In developing the objectives for the IT Strategy we have checked back with the Future West Sussex Plan to ensure that critical underlying requirements are addressed and enabled. These include:

https://www.westsussex.gov.uk/campaigns/future-west-sussex-plan/

https://www.westsussex.gov.uk/campaigns/future-west-sussex-plan/


Working together: this aspect emerges from our guiding principles and reappears in every priority outcome, for example:

• Giving Children the best start in life – working with Health and Districts and Boroughs in various programmes to improve physical and emotional wellbeing and, in particular, ensuring that families receive the support they need.

• Championing the local economy – working with others to ensure that

there is a resilient digital infrastructure, delivering the broadband programme and working with schools and others to ensure local people have support to access work.

• Independent for longer in later life – working with Health and others to

improve planning and coordination of services, developing multi-disciplinary teams to ensure that adults are safe and secure, increasing independence by working with partners to transform the health and social care system in West Sussex.

We have set organisational agility and sharing information and data as key strategic objectives, these directly enable working with partners and the development of collaborative working across organisations and with customers. Access and use of information: this aspect is an enabler for our ambitions and guiding principles, in particular in wanting people to feel empowered to help themselves and it is a critical aspect that enables achievement of priorities, for example:

• Giving Children the best start in life – we use evidence to underpin our strategic decisions such as the evidence that tells us that when families break down the costs to society are high, we will need data and information to identify where we need to intervene, we want to share information with early years providers, we need information and data to underpin our SEND local offer and our Think Family work.

• Championing the local economy – using data and intelligence, shared with

partners, to make sure infrastructure investments are focused, enabling information about grants schemes and support and advice to help new businesses.

• Independent for longer in later life – providing information about services,

enabling control of personal budgets, using data and information to develop intelligence to inform prevention and intervention as part of Adults safeguarding, providing capabilities to enable data from assistive


technologies to be used and enabling data flows in support of discharge from hospital.

Our strategic objective to enable sharing information and data and our information and data theme directly enable the demand made to use information and data more effectively. In addition, the Future Plan is based on projections for West Sussex and we promise to enable residents to hold us to account on our performance towards meeting out priority outcomes – each of these aspects relies on our ambition to capture and analyse the right data at the right time. Technology enabled: Our projections for West Sussex show that residents are using technology in their day to day lives and that this will continue to grow, we describe an ambition to enable high tech businesses of all sizes to flourish. This aspect acknowledges that the Council operates in this new digital reality and that we need to have the right capabilities that will enable us to carry on operating effectively and efficiently, for example:

• Giving Children the best start in life – enabling access to information and

advice through online and other channels, providing digital enablement of family support networks, creating online support involving professionals and peers.

• Championing the local economy – enabling a digital infrastructure through

our own technology investments, demonstrating that our technology understanding and capabilities match those of the businesses we wish to attract, and enabling business related outcomes such as ensuring we pay small and medium business promptly.

• Independent for longer in later life – enabling infrastructures for assistive

technologies, ensuring advice, information and support is available and accessible, enabling personal budget management and a one stop shop for care.

Our IT service and capabilities and digital inclusion themes, in part driven by other strategies such as the Channel strategy, take account of the broader impact of our technology decisions and how these will enable the Council to deliver services in a digital world to digitally aware customers of all types. We have already made some decisions about the way we want to operate in a digital world and our IT strategy takes account of these. For example, we have developed a set of Digital Principles, supported by digital governance and a digital catalogue, that describe how we use online channels.

http://theintranet.westsussex.gov.uk/Library/Pages/Digital-principles.aspx


Customer Services have developed a Channel Strategy and this strategy will enable and support the intent and principles described for channel shift and self-service. At the time of writing (April 2016) directorate business plans are under-development. However, it is already clear that the golden thread from Future West Sussex extends into these plans. As the plans progress we will review the IT Strategy to ensure that it remains aligned with business intent and direction. In the meantime we remain confident that through our key themes we will be able to identify appropriate technology solutions to enable business plans. How we stay aligned The IT function has developed an operating model that will maintain alignment and enable future releases of this strategy to refine its support of directorate plans. The IT function acts as a broker between individual business functions and our technology partners and suppliers, enabling their business plans in a way that reflects broader organisational objectives and desired outcomes.

The operating model above describes how business requirements are reviewed and aggregated to ensure best effect, tempered by corporate aims and


objectives and then commissioned from a provider. There are checks back to ensure that solutions are designed in such a way that they meet all business and corporate requirements, and so enable the achievement of priority outcomes. These are managed through a formal IT Governance process described in “trajectory 6” in section 5. As part of the Corporate Resources and Services (CR&S) directorate the IT Function actively seeks to enhance the outcomes described in the CR&S business plan and our decisions about IT are guided by the defined outcomes described in the plan, namely: Safe & Secure Operation, for example ensuring that: through policy we are protected from issues related to cyber security and data leakage; through solution designs we reflect appropriate controls and organisational policy; that access to data is authorised and, where necessary, audited. Driving innovation for better outcomes, for example ensuring that: subject experts provoke and challenge during service discovery and design phases; that technology not only automates but also transforms service operations and delivery; enabling the voice of the user to be heard when they have ideas about how better to use technology. Being ready for the future, for example ensuring that: our technology base is adaptable and ready to meet the challenges of new business needs as well as new technology-based opportunity; the organisation is aware of future opportunity during its planning processes. Commercial drive for the organisation, for example ensuring that: there is a commercial mind-set when describing requirements, agreeing design and commissioning services; that we consider opportunities for adding exploitable value to our technology solutions, for example realising value from open data or considering the impacts of our decisions on the local economy. Culture is influenced for example ensuing that: the conditions for successful use and exploitation of new technology and techniques are shared and developed; a shift to a focus on information and data rather that devices and systems.


4. Our IT directions

We are experiencing the beginning of a new IT reality that is driven by significant changes in the way IT solutions are built and delivered. It includes cloud-based software, platforms and infrastructure. It is based on common standards to enable interchanges of data and interoperability of systems. It anticipates that connectivity will be pervasive with “computing everywhere” so that more people and things are connected and communicating. It assumes that as more people and things become connected then the volumes and richness of data generated will provide new opportunities to extract intelligence. In turn, this intelligence will be used in new ways, providing information within context, augmenting reality, and enabling smart machines and software agents to operate autonomously. The new IT reality provides us with a way of addressing the challenges and requirements made of IT use in the Council, enabling greater agility in how we work and how we can reconfigure services, challenging and provoking us to be innovative and transformative in our designs. To ensure that our IT decisions acknowledge the new IT reality while also addressing the challenges and demands of the organisation, we have established a set of key directions that will guide all decision-making about investments in technology and systems. These also guide the design and build of digital solutions used by the Council. These directions apply irrespective of how technology solutions are commissioned, that is whether they are developed by working with our outsourced IT partner, commissioned from a third party or whether they are acquired as part of service commissioning. Our directions are explored in detail below, they are:

1. Cloud first 2. Wireless everywhere 3. Open platforms 4. Device agnostic 5. User-centric 6. 2 speed IT 7. Design for data and information 8. Risk based security

Through the first four directions we seek to provide organisational agility by enabling the organisation to configure itself and to work in different ways depending on context, function and circumstance. We seek to remove technology as a barrier to change, untether the organisation from physical restrictions and to free organisational designs and operating models from constraints without compromising information and data security.


1 Cloud first – the Council prefers cloud based solutions and will resist demands to add to the portfolio of products run from the Council owned data centre in Power Place, Chichester. It is our intent to reduce the number of systems hosted in Power Place to the extent that it can be closed by 2020. Cloud solutions will be accessible via public Internet connection, with systems providing appropriate solutions that protect the integrity and security of information and data as it transmitted across the Internet. Consequently, we will review the need for a private wide area network that connects buildings as, by 2020, most locations may require only an Internet connection. Some existing line of business solutions that cannot be provided as a cloud based service will move to third party hosting environments, preferably using a platform-as-a-service or infrastructure-as-a-service model. Where this is not possible we will seek a third party to host the solution. The Council already has plans to move away from on-premises mail, SharePoint, telephony and distribution of productivity tools, this is discussed in section 5 as our Office365 and Windows 10 trajectory. When we commission or acquire solutions we will require that they include an approach to connectionless operation so that local unavailability of an Internet connection does not necessarily inhibit working. As well as directly supporting new ways of working by enabling access to systems from anywhere, we anticipate the following benefits that also contribute to our objective to enhance organisational agility using affordable and performing IT:

• User based – licences are associated with users rather than devices, permitting installation of the software more than once (e.g. on a laptop, tablet and phone).

• Utility pricing – cloud based solutions use a pricing model that makes it easier to adjust licencing depending on what is actually used.

• Access from anywhere – cloud based solutions are accessed by the Internet, irrespective of whether that is a private or public connection.

• Availability – public cloud based solutions are designed to provide a continuous service.

• Keeping up to date – software is kept up to date, through a series of minor releases made frequently. Compliance with security regimes is more easily maintained.

• Reduced need for local facilities - as more solutions move to the cloud then there are opportunities to reduce and remove local facilities.

• Easier transition – moving between versions of productivity tools can be difficult, in many instances co-existence between an older, on premise


solution and a later cloud based solution is better managed and enables quicker transition.

2 Wireless everywhere – the Council prefers that user devices are connected to Local Area Networks or public infrastructures using wireless technology when these are available. This enables people to work in more locations, including at home or in drop-in centres that have Internet connections. It also enables building space to be more easily reconfigured to meet different working models, as well as simplifying network provision in smaller locations. We will also seek opportunity to use publically available networks, such as 4g or emerging 5g, to provide wireless connectivity to the Internet, thus avoiding any further investment in physical network infrastructure in some locations. Wireless first supports new ways of working by untethering from the need to connect to a physical network, enables drop-in and hotel working and enhances the use of our public spaces. 3 Open platforms 1 – we are aligning our approach to identifying appropriate standards for systems interoperability and data and document formats in the Council with that described by HMG cabinet Office and published in September 2015 version of Open Standards Principles and using the scope described in the figure. Digital solutions that meet our open platform standards will more easily work together, enabling cloud-to-cloud integrations. Through use of clearly defined APIs, common information/data formats and standards-based management we will future-proof our solutions and enable agile response to changes in business and customer demands. We will adopt the first 4 open standards principles, modified for our specific context. (The remaining principles are assumed by the use of the Standards Hub.).

• Start with user needs: We wish to avoid the potential that through our technology decisions we create unintended barriers to digital participation and so make a direct contribution to our digital inclusion theme. For example, our product choices should not cause customers or partners to buy the same product. That means, for example, that our customer facing solutions, such as web-based applications, must work equally well with a range of standards-compliant browsers, irrespective of operating

1 Contains public sector information licensed under the Open Government Licence v3.0

https://www.gov.uk/government/publications/open-standards-principles/open-standards-principles

https://www.gov.uk/government/publications/open-standards-principles/open-standards-principles


system, and not tie the user to a single browser or desktop solution. Similarly we wish to avoid imposing undue cost on partners and businesses due to the standards choices made in our IT design decisions.

• A level playing field: We will be clear about the user need and

functional outcomes for standards-based solutions in our requests for business solutions. Our selected open standards will enable competing solutions to be considered on a level playing field. In the first instance, we will use the HMG Open Standards Definition when designing and commissioning systems and solutions.

• Support flexibility and change: We will prefer standards that are

published through the GOV.UK Standards Hub. These standards have been subject to governance and are maintained and updated.

• Sustainable cost: By using the Standards Hub we can assume that value

for money analysis has been undertaken for standards published there. We will use our Technical Design Authority (see our IT Governance trajectory) to manage an exception process that will include consideration of on-going costs if otherwise preferred solutions cannot comply with our selected open standards.

We will resist any proposition that relies on proprietary standards to interoperate between solutions. 4 Device agnostic – we will endeavour to organise our IT arrangements around the user. Earlier models of IT delivery have often focussed on delivering solutions to devices and using device based licencing. This, in turn, led to constraints about which devices could be used and the number of devices available to any one person. We recognise that different devices have value in different contexts for the same user. We also recognise that in some contexts the device form factors themselves have relevance and meaning. We wish, therefore, to enable access to information, data, systems and tools from any device. This means that we will:

• Consider user experience (UX) design, in particular user context, when defining, designing or selecting solutions

• Prefer solutions that are adaptive or responsive to any device • Prefer licencing arrangements that licence users rather than devices • Build on work undertaken during the 2015-16 SAP Optimisation

programme to associate all aspects of technology provision with HR position definitions.

https://www.gov.uk/government/publications/open-standards-principles/open-standards-principles#open-standard-definition

https://standards.data.gov.uk/


Whether or not particular information or data resources can be made available to uncontrolled end-points, such as a personally owned device, will depend on the nature of the information or data. In most instances we will seek to enable access from personal devices, though in some instances this will require use of local device management software (such as MobileIron) to protect data when temporarily stored on a device (for example, to enable connectionless working) or when there is a significant risk that sensitive data can be downloaded. We recognise that being device agnostic, along with our cloud first approach, will make new demands for how we authenticate user identity and manage authorisations. The following four directions will enable us to focus on how we design and build solutions that meet the organisation’s requirements to develop a more responsive approach to changing business need, handle and use information and data more effectively, enhance compliance within processes and keep the organisation safe. 5 User-centric – it should be axiomatic that all IT systems and capabilities should be designed with the user in mind, however there continue to be too many instances where considerations of the user experience are either ignored or brought in too late to influence design. Sometimes not all “customers” for an IT solution are identified so that some capabilities are not designed in (see below “designing for data and information”). There are many reasons given for reducing customer experience as a priority during product selection, for example a limited set of vendors providing a solution, managers rather than users defining requirements or a need for a speedy response that prohibits co-design with users. However, when presented with a business requirement we will always consider the user experience as a critical factor in the selection or design of a solution. Where possible, this will be treated as a “must have” requirement and solutions failing to meet the requirement should be rejected. User-centricity will, ideally, be assessed through a co-design approach working with end users of the IT solution, whether these are internal or external to the organisation. This approach should always be used for systems of engagement (see below, 2-speed IT) and wherever feasible for systems of record. IT Governance boards, in particular the technical design authority, will be seeking evidence of proper consideration of user-centricity during their evaluations of solution designs. 6 2 speed IT – we recognise that in an uncertain world, one where we need to deliver organisational agility, we will need to make rapid response to


changing need and demand, in particular making appropriate and timely response to shifts in the way that customers and others want to interact with us. The systems we put in place to enable these interactions we will refer to as “Systems of Engagement”. We also recognise that all aspects of our business rely on effective digital foundations which include records with high integrity that capture our day to day transactions, using processes that are demonstrably compliant with appropriate organisational and financial controls, that provide a reliable record about the cases we manage and the decisions we make. These records make up our digital corporate memory and will need to be preserved and managed. The systems we put in place to manage this memory we will refer to as “Systems of Record”. We will use the distinction to guide our decisions about the types of solutions we put in place and the way that we govern these. Systems of engagement will tend towards fast development of customer-centric front ends. There will be a strong focus on user experience design and strong feedback loops that ensure that solutions keep pace with changes in customer expectations and use. Such systems will pass information to slower-speed, transaction-focused systems of record. For example, a system of engagement will provide the customer interface that enables customers to pay for goods and services, while the records of income received will be passed to the SAP ERP system of record that manages our finances. Systems of engagement will be modular, consisting of various solutions that come together to create a platform, such as our Customer Service Platform discussed later. The modular approach enables rapid evolution and replacement of elements of the platform depending on demand, circumstance and opportunity. Typically, the systems of engagement lend themselves to rapid development techniques and agile project management. The approach for dealing with systems of record reflects a more traditional approach to implementing and supporting systems. Typically, such systems tend to reflect business logic, providing appropriate process controls that enable the day to day operations as well as maintaining a reliable record. Consequently, these transactional, core systems of record will be designed for stability and high-quality data management, auditability and compliance checking, formal archiving and, eventually, digital preservation of records. All of which leads to longer development cycles tending to more “waterfall” development methods, for example PRINCE2 project management methods. As part of our IT Governance we will develop systems roadmaps that will focus on managing these systems of record at a directorate level.

https://en.wikipedia.org/wiki/PRINCE2


7 Design for data and information – As an organisation we have learnt to think first in terms of systems and devices. We tend to refer to system names without considering the wealth of data that these use and store. Consequently, often our decisions are driven by the needs of a system rather than the opportunities to use information and data. We recognise that we have a wealth of data locked in systems, but we cannot always access it. We know that the data we hold could be used to inform day to day operational decisions, performance management and broader analytics, but we cannot easily link it or organise it to provide these insights and intelligence. We acknowledge that we need to share information and data better. We need to design in these requirements when we define and acquire technology solutions. When presented with a business problem, especially those related to systems of record, our first analysis will relate to the information and data flows required. While, in part, the enabling of business process flows will describe data inputs and outputs associated with process steps, we should give equal consideration to the lifecycle of the data/information:

• Purpose – the development of a rationale for collecting data and identifying the purposes to which it will be put, including enabling day to day operation, providing information about operations, performance management and broader analytics.

• User-centric design – we will involve a “customer” for each purpose in design decisions.

• Acquisition (create or capture) – consideration of the content, formats and standards alongside development of appropriate data quality mechanisms.

• Storage and use – consideration of requirements for access, sharing, presentation and security.

• Discovery – consideration of the way information is described so that it can be discovered when needed.

• Retention and disposal – consideration of requirements to formally retain data/information and the mechanisms for removing it when no longer needed. When it is to be retained, we will consider digital preservation requirements.

These considerations will be influenced by the nature of the data/information itself. For example real time capture of monitoring information (e.g. telecare or telehealth) can result in many data points collected per customer per day giving rise to issues associated with volumes and volatility. Other systems can be dealing with whole documents, images or other content types.

8 Risk based security – Security considerations cannot be used as an excuse for inaction or act as a roadblock to more digitally orientated business models.


The directions we describe will represent new challenges in the way we ensure that we comply with relevant accreditations and protect the privacy of customers; they also present some new opportunities. During 2016-17 we will publish an updated Information Security strategy. This will be developed from a risk-based security model. This model accepts the reality that, in general, risk cannot be reduced to zero and that some residual risk is likely to be associated with any data set or system. Our approach will enable an examination and balancing of business benefit with risk after applying appropriate mitigating factors. The approach will be complemented by consideration of systems level protection where appropriate security is built into the design of a system. Associated with our principle of cloud first, this will enable appropriate levels of security to be developed based on the sensitivity and criticality associated with particular sets of information and data. Commercial implications: We recognise that the implications of these directions are far reaching, not least challenging the design of the existing contracted infrastructure services. We will continue to work with our outsourced IT provider to develop strategic designs that enable the migration to the cloud.


5. Ready for the future

We have set out the demands and challenges that are made of IT, described our alignment with the Future West Sussex plan and developed a set of directions that will be applied to our information and technology decisions. We have also considered how we will ensure that our decision-making about IT enables us to meet business needs and achieve organisational outcomes. We have used this information to assess the need for new or different IT investment to ensure that our IT provision enables the Council to be ready for the future. In doing so we build on:

• recent project and programme activities • identification of gaps and shortcoming in current provision • consideration of the context of the current contract with Capita, including

acknowledgement that the contract expires in 2022. Our current IT provision is complex, underpinned by an infrastructure supporting 100s of virtualised and physical servers in a data centre, accessed by over 6,000 defined users and over 7,000 devices. There are over 250 systems operating across this physical infrastructure, some of which are used by nearly all users (e.g. email, telephony, SAP ESS) and others that provide very specialist capability used by just a few. Some are in the cloud already, but most are currently provided on premise. These systems and solutions have their trajectories that move them forward at different speeds. Some are very active with a series of project based activities that are modifying them to achieve particular purpose (for example, SAP Optimisation). Others are stagnant or unable to overcome an inertia that would enable them to move forward, perhaps as a result of user habits and behaviours or the inability of niche software vendors to keep their systems up to date. As part of setting our strategic direction we have considered the trajectories of critical systems and the shifts required within these that will enable us to ensure that we are ready for the future. These trajectories have been identified as those most likely to make a significant shift in the overarching nature of IT in the Council, challenging and provoking other aspects to keep pace. We have identified 6 trajectories that will enable us to achieve the outcomes and objectives of this strategy. These are:

• Customer Services Platform • Office 365 & windows 10 • SAP Optimisation • Electronic records & documents • Information, data & analytics • IT Service & Governance


Please note: the business case and indicative costs associated with these trajectories is explored in detail in Appendix A – Investing for Opportunity. These elements of the business case are not repeated below. Trajectory 1 - The Customer Services Platform(CSP) Working through the Customer Experience programme, we have undertaken an extensive review of the technology components required to enable effective systems of engagement with customers, outlined in the figure below. These capabilities will facilitate delivery of re-designed customer journeys, leading to an enhanced customer experience and more effective service delivery. Certain elements of the trajectory within the CSP are already set, for example the use of Umbraco as the engine to support our transactional website. However, many of the other components are either missing or their fitness for future purpose is doubtful. In particular the key mechanism for providing an underlying system of record for customer relationships is an identified gap.


While directly enabling and facilitating the Customer Services function, the components of the CSP have wider utility, for example e-forms are used across the organisation, analytics needs to link with corporate capabilities and customer registration, enrolment and identity are re-usable in operating models relating to different parts of the organisation. Therefore, the investment in the components of the CSP creates a set of capabilities that have strategic significance for the whole organisation. Working with our outsourced IT provider, we have identified an appropriate strategic solution that will enable most of the capabilities of the CSP via a Customer Relationship Management solution. This resulted in identication of a preferred approach based on the Microsoft Dynamics product (see Appendix C for detail about the selection process including comparative consideration of Microsoft, Salesforce and Verint (Lagan) solutions). The indicative cost of implementing the Microsoft CRM will be a set-up of £319k with annual costs and charges of £56k each year. On this basis, the total lifetime cost from 2017-2022 will be £600k. (Please see Appendix A – Investing for opportunity). In addition, it is estimated that to configure the CRM components to take on service based information and integrations will have a total lifetime cost of £2million. This cost will cover discovery, acquisition and support of tactical

Common & Business Services

Core CSP Capability

Channel Technology

Channels

Mobile, PC, Tablet Web ChatTelephone

IVREmail F2F

Internet/Web SiteTelephony/UC Queuing

System?

Registration & Enrolment

Web Content Management

ID Management

Knowledge Management

Search

Contact Management

Case Management

Bookings & Scheduling

Task Workflow

Management Information

Mapping & Addressing Payments

eForms

Enterprise Workflow

Updates & Reminders

Social Media engagement

Line of Business Systems

Integration Patform

Campaign Mgmt

EDRMSScanning

CTI?

MDM & Data Quality

“Plugs” for New Tech

Portal

WFM/WFO

Open DataApps feed

Social Media& Monitoring

Fulfilment

Apps?

Analytics

Capita ePayArcGIS

Products Ke y:

New

Requires Work

Ready/In use

SharePointBizTalk Booking BugK2 Exchange

MultiVueTransversal

Umbraco TBD

TBD TBD TBD

TBD

TBD

TBD

SAP, Framework I, Confirm, etc.

MVSMVS Umbraco


technology solutions, and design and build activities for each service adopted, such as:

• Overall project management • Solution design / detailed requirements by service • Business Analysis per service • IT Architecture design per service • Testing / User acceptance testing • Training / Business rollout / Implementation • Communications & Stakeholder management

The expenditure profile of this indicative cost is difficult to predict accurately as it will depend on the speed and extent of service transfer following service redesign. However, assuming front loading in year 1, higher levels of activity in years 2 and 3, and lower in year 4 and minimal in year 5, per annum costs have been calculated (see Appendix A). Trajectory 2 - Office365 and Windows 10 The Office 365 Trajectory was described in a Decision Report, Licencing of Microsoft Products, for the Cabinet Member for Corporate Relations and agreed in January 2016. This included identification of funding requirements for licence acquisition, but delayed identification of migration costs. In this strategy we outline our approach to migration to the new product set, including estimates of migration costs. Also within this trajectory we consider the need to move to a Windows 10 operating system. The County Council uses Microsoft products to deliver a set of core functionality used by most employees of the County Council. This includes products such as the Windows operating system, Office Productivity Suite (Word, Excel, and PowerPoint), email, SharePoint and Lync telephony. From 2010 to 2013 the County Council entered into a Microsoft Enterprise Licence Agreement (ELA) that was used to acquire all Microsoft products. The form of ELA enabled the County Council to acquire “perpetual licences” and their acquisition was acquired through the use of Capital funding

The ELA permitted the County Council to use any Microsoft product that was listed in the agreement up to any version that was available before the end of the licence agreement. In effect, this means that the County Council has access to products from both the 2010 and 2013 waves of solutions issued by Microsoft. However, while 2013 products were available, a decision was made in 2012 that the County Council would continue to operate using the 2010 versions since no significant operational advantage was identified that would justify the cost and


effort of migration to the 2013 products. This Microsoft product set, based on the 2010 products reaches end of support in early 2020. As part of the same programme that rolled-out the 2010 product sets, Windows 7 was universally implemented across the Council IT estate. Similarly to the 2010 product sets, Windows 7 reaches the end of extended support in 2020 and will need to be replaced before then. The end of support issue will drive a move from the existing products to an alternate set. Microsoft provide the capabilities required by the Council through an Office365 E3 product set and Skype for Business Plus, currently based on the 2016 wave of solutions. This product set provides all the advantages that are outlined by our “Cloud first” principle and make a direct contribution to creating organisational agility. We will replace Windows 7 with Windows 10 and licencing that enables this was agreed as part of the funding made available after the “Licencing Microsoft Products” decision. We have already shifted to licencing the Windows operating systems on a per user basis; this will enable the Council to consider implementing Windows 10 across the devices required by users, providing a more joined up and consistent access to systems, information and data as users shift between devices. The Office365 and Windows 10 solutions, or their equivalents, will enable the Council to use the most up to date, enterprise capable solutions that will remain relevant over time. It will represent a significant enhancement on existing capability aligned with usability features that equate to those users find in consumer and home products. We intend to spend time planning for the Office365 and Windows 10 migration during 2016-17. This will include an overview of alternate products sets to ensure that continuing with a Microsoft-based approach delivers best value for the organisation. We will review solutions that have established themselves as reliable, enterprise-wide products, that are cloud based and that deliver the functionality associated with the Microsoft product set, namely document management, email, voice telephony, unified communications, enterprise social media, word processing, spreadsheets, presentation and other productivity tools. We have developed an indicative cost profile for the migration based on a phased transfer of staff away from the current on-premises systems to the new cloud-based technology. These are given in the table below, see also Appendix A. Please note that licencing has already received funding approval.

https://products.office.com/en/business/office-365-enterprise-e3-business-software


Office365 & Windows 10

2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 User take up of Office365

1 500 4000 6528 6528 6528

Windows and Office365 licencing is user based. The projected user numbers of 6,528 is based on individual people (whether full or part time) currently using the Council systems and includes third parties working on Council systems and some duplicate accounts (e.g. for secure mail handling). The user numbers are subject to review and will reflect the organisation’s overall workforce strategy. If headcount is reduced then licencing arrangements can be adjusted to reflect an equivalent reduction in licence costs. As we propose a migration to the cloud the phasing of take up can be adjusted. If during early migrations the process proves to be more seamless than anticipated we would expect to accelerate the migration. In such a case we would expect the cost of migration to reduce. Trajectory 3 - SAP Optimisation The SAP Optimisation Programme was agreed through a member’s decision in September 2015 and is delivering in two phases, the second phase ending in December 2016. The programme has an impact on the SAP systems that support with the Council’s Finance, Human Resources and Procurement functions and improvements to processes associated with those functions. The objective of the programme is to improve efficiency and compliance, reduce errors and rework and simplify the user experience by applying industry best practice to the SAP system. Phase 1 focuses on delivering the Business Planning & Consolidation capability (budgeting) and some key HR elements, Phase 2 will complete the delivery of the outcomes for Procurement, Finance and HR. The programme is directly aligned with the Directorate level outcome of “keeping the Council Safe and Secure” and addresses deficiencies that have been identified through Internal Audit Reports, Great Place to Work consultations, Customer Experience Programme, and staff feedback amongst others. Analysis has revealed that the SAP system has been set up and used in a way which is highly customised for the Council. As a result many of the processes that are supported by this system are less effective than they should be, and this has a detrimental impact on critical processes.


The programme undertook an extensive consultation and reached approval for the activity outlined in the figure below:

Funding of £2.5million was made available to enable the completion of programme to the end of phase 2. By December 2016 we will see a major shift in the underlying capabilities of the SAP solution, a significant change in the way we organise data, a data cleanse and a new user interface for some functions. Having brought key aspects of SAP up to date and reconfigured to meet industry best practice, we will want to build on this to better meet organisational need and to enable it to fit more easily into our future cloud-based architecture. A number of the challenges set out by directors and other key stakeholders identify the future trajectory for those capabilities provided by the current SAP platform, for example:

• User and Customer focus – We need to ensure that systems supporting critical functions are easy to use.


• Line of Sight – We need to understand where data comes from, in particular following the history of a transaction across multiple systems such as from social care systems to Accounts Payable.

• Sharing & collaboration - We need to enable sharing of the data and we need to enable better access and use of data

• Data quality – we need complete, timely and accurate data in our core systems so that it is trusted and so we can remove the “spreadsheet glue” that acts as proxy for good quality data and system.

• Intelligence and analytics - We need to be able to analyse our data, including enhancing our modelling capability.

• New ways of working - We need to support different and new ways of working, including, potentially, self-service for budget holders.

• Affordable and performing – We need to ensure that our IT solutions are the most appropriate for an organisation of our size and function.

• Single views – We need to join up data, including that held by core systems, around themes such as “customer” or “place”.

During 2016-17 we will develop a further roadmap for the business functions that operate through the SAP systems, aligning this to meet the challenges set out above. We will consider how we can best build on the SAP Optimisation programme. In future activity we will further develop modelling capabilities, in particular to demonstrate impacts on workforce and finances arising from contextual change, and we will enable clearer lines of sight between SAP and its feeder systems. The roadmap will be informed by contextual concerns such as the end of the Capita IT Outsource contract in 2022, the end of support for the current versions of SAP modules and the need to realise benefits from investments made to date. We will use the opportunity to investigate how best we can meet the needs of the organisation in the future, accepting that when compared to 2001, when SAP was first selected, we have evolved to be a different type of organisation in 2016 and are likely to evolve again before 2020. At this stage we do not rule out anything and we will explore our options to:

• Continue and migrate – continue with the current SAP modules and develop a planned migration to the cloud based on these.

• Upgrade and migrate – align with best practice approaches to migrating the current modules to the cloud through a migration to SAP S/4 HANA solutions.

• SAP shift and migrate – consider an alternate SAP solution such as SAP Business One

• Shift and migrate – consider alternate solutions to deliver the required business functions.


The investigation will produce a systems roadmap for the business functions currently supported through SAP and a costed business case for the various options considered. Trajectory 4 – Electronic records and documents Since 2011 the Council has operated with SharePoint as a part of its information infrastructure. By 2016 the majority of unstructured information (that is information held in word, spreadsheet, image or other types of format) is held in SharePoint. There are significant advantages to this approach, including the ability to search across the entire SharePoint collection, the ability to make decisions about who can see what information assets and the general ability to collaborate using shared documents and other files. We have developed various supporting capabilities for SharePoint, including the implementation of concept searching where documents are automatically tagged with subject-related data to enable easier and more effective searches. However, not all documents are included in SharePoint, many are kept as paper records and there is a significant volume of paper records that have never been digitised. This means that presenting a complete set of information about a particular subject, case or theme is not easy. This has become a significant issue in some parts of the organisation and there is a clear business requirement for some collections of records held on paper to be digitalised and included alongside sets of similar information held electronically. SharePoint tends to be structured around team sites. That is, information is collected reflecting organisational structure. While auto-tagging aides discovery of information via search, the structure is not effective in enabling information sets to be browsed or navigated. Most importantly, there has been no implementation of a method in SharePoint to declare formally that a document is a record. That is, an information item that is consciously retained as evidence of an action, that cannot be changed and can only be disposed of within the rules relating to it. In addition, there are currently no means to declare emails, social media conversations or information captured in similar ways as belonging to a “case” or other information collection that should be treated as a record. Structured data is held in databases associated with an IT system. Examples, include Frameworki and Mosaic social care systems and SAP. While such systems may include the option to declare a case or transaction “closed”, few archive such content in a way that meets the definition of a record given above.


Altogether, we have a shortfall in the way that we handle information and data held in digital formats and we cannot easily join these up with information held in physical format such as on paper. We want to enable anyone with the right permissions to create a record that is securely stored while retaining its original context. We want to enable such records to be retained, sometimes for many years, in a way that preserves their integrity and future discoverability and accessibility. We want to build on our SharePoint investment, enhanced through the Office365 or similar direction, and, where feasible, applying our IT directions and then re-using other components that we have already licenced, for example Filetrail which uses our SharePoint environment to manage the catalogue of physical records and ConceptSearching, Classifier and Termstore which enable taxonomy management, metadata tagging and searching. We recognise that we will need new investments to enable easier declaration of records from sources such as email and we intend to enable SharePoint to act as a repository for archived files taken from systems of record such as CRM, Social Care and enterprise resource planning (e.g. SAP). Working with the Council’s Records Management professionals and aligned to their strategic direction, we will design our records and document management solutions, based on open standards and take into account the key elements of records management support, such as:

• Ubiquity • Stability • Metadata Support • Feature Set • Interoperability • Viability • Authenticity • Presentation • Retention

We expect that we will have to manage specific requirements associated with certain document types, for example CAD drawings and plans. We also recognise that to enable the organisation to manage its electronic records effectively we will require some of our workforce to develop new skills and capabilities. To enable such skills to be effective the solution will be co-designed with records management professionals and key end-users. The investment required to enable effective electronic records and document management is discussed in Appendix A. This includes the indicative cost of solution design and delivery, based on the Office365 SharePoint solution acquired through Office365 migration, change management and an estimate of support and training requirements. It also includes additional cloud based subscription licencing for handling emails and database files.


The solution will be capable of handling files generated by the digitisation of paper and other physical format records. However, each instance of digitisation will develop its own business case and identification of the source of funds for back-scanning and document categorisation on a case by case basis. Trajectory 5 – Data, Information and Analytics There is a strong and clear ambition to make much more of the information and data we hold across the Council. It is one of the main objectives of this strategy to enable information data sharing and collaboration. Often we do not consider all the information and data implications when we are designing and commissioning digital solutions and we have established a key direction that will focus our attention on designing for information and data. In doing so we will build on our current capabilities and activities, addressing:

• Data discovery and accessibility • Analytical tools and capabilities • Data sharing • Single views • Data quality

Discovery and accessibility: We wish to make data available to those that need it and broaden the base of people who are enabled to undertake analysis. Currently there is no one place that will list our data holdings. We will create a register of data assets, identifying key data entities held by systems and collections of information (for example, customer data, place information). We will identify an owner for each of these. The register of data assets will be a resource that is easily available and accessible. Discovery and accessibility criteria will be addressed during system design and commissioning. This will include a requirement that “raw data” is made accessible (raw data is data as collected from source and not subject to processing). As we develop our IT capabilities we will develop appropriate search facilities that will enable enterprise wide search, that is a search that will review the contents of databases alongside other information sources such as electronic documents and records and web pages. We will also develop an appropriate semantic layer that will enable enterprise searching. An appropriate security model will be associated with all systems designs to ensure that optimum access is given to all potential users of the data.


Analytics: We have invested in some tools and capabilities to organise and interrogate data sets, in particular the development of our SAP BusinessObjects capabilities. We have built in-house capability through the establishment of a virtual Business Intelligence Competency Centre and by creating specialist roles to provide the technical expertise and support that we will need. However, it is generally recognised that the current capabilities and tools we make available for data manipulation and interrogation are complex and require specialist knowledge to use. We recognise that some parts of the organisation have developed a variety of IT related skills to enable data extraction and analysis, for example writing SQL code. While we have deployed some general capabilities, such as the PowerPivot extension to Excel, we need to do more to open up data to a wider audience using common toolsets. Our proposed Office365 migration is based on the E3 product set, however the E5 product set introduces new capabilities, in particular the opportunity to access Power BI facilities. We anticipate that this capability will be provided to those who need it. Our BI team will create a roadmap for the development of data repositories and introduction of new tools that will underpin a broadening and deepening of analytical skills across the organisation. Data sharing: We will undertake awareness raising and other activities that help analysts and others to discover and access data. We will reinforce the principle agreed by our corporate leadership team in 2015 that “all data is open unless otherwise stated”. Where data does not include personal information or other confidential data sets, we will make a presumption that the information and data can be shared. We will use existing definitions, such as Data Protection Act requirements and Freedom of Information Act exemptions, as the basis for describing the conditions under which data may not be shared. The creation of a register of data resources, associated with an owner, will enable easier sharing within the Council. We will also include information about our data that is being shared through formal data sharing agreements with third parties. Issues concerning data sharing will reduce as we pay greater attention to the data aspects of solution design and, in particular, consider all potential customers for the data that a system processes and stores. We will add to information and data made available through the West Sussex Data Store. Our ambition is to make such data sets available through use of open and linked data formats, enhancing their value for Council users and third parties.


Single views: We need to join up data. Almost all decision-makers refer to the fact that we do not have single views of data, that is viewing data extracted from multiple sources brought together around a theme, for example a child, a household, a customer or a place. Our investment in the Customer Service Platform and the introduction of a Customer Relationship Management (CRM) solution will enable us to create single views of customer. Previously we have deployed other tools to enable data to be organised around a theme, in particular a master data solution based on the MultiVue product. We will upgrade and use our existing capabilities to create single views. From these we will be able to prototype our approach to managing them and, at the same time, build a data collection that can be transferred to other systems. For example, we can link existing systems to create a single view of customer and then transfer that data to a CRM solution when we are ready to make full use of that capability. Quality: Often we do not trust the quality of the data in our systems and many stakeholders mention data quality as a concern. Sometimes this concern, in itself, prevents data sharing. In other instances incomplete or out of date data undermines attempts at analysis and modelling. When data is moved between systems this lack of trust tends to generate a proliferation of spreadsheet based activity to rebuild trust in data (which, in turn, creates new and more difficult to discover, data sets). In part we address data quality through our intent to design data considerations into solutions as they are defined and commissioned. Through addressing the needs of all data users we are more likely to ensure that a complete set of data is available. By careful consideration of mandatory fields and online validation we ensure that data is captured at source and is meaningful. By considering the whole lifecycle of information and data we ensure that we address quality issues within an appropriate data management context.


As part of our investment in systems for Business Intelligence, single view and, later, CRM, we will have various tools at our disposal which can assess the quality of a data set and, to an extent, remove duplicates, fill gaps and update information. However, we also need to address issues of behaviour and, arguably, culture that have enabled acceptance of poor quality data as being “good enough”. We will do this by working alongside business and WODDS colleagues to develop appropriate awareness programmes that encourage a shift in perceptions about the value of high quality data. Trajectory 6 – IT Service & Governance Through the IT Governance Board we have established a governance structure that gives voice to the interests of our business functions, our IT specialists, our IT provider and our commercial team. Together these voices set and agree direction, review priorities, ensure that IT roadmaps reflect business plans and that service improvements are progressed. (See Appendix D for schematic of the model). The governance model uses a set of key artefacts that will be made available across the Council, these are: Systems Roadmaps: there are 3 systems roadmaps managed and maintained through Information and Systems Boards aligned with the Council’s directorates. These roadmaps are the means by which directorates manage the trajectories of the systems that support their business functions. Changes in systems will need to be agreed by the relevant Information & Systems Board, reflecting the strategic case and alignment with business plans and identifying sources of funding for proposed changes. IT Strategy & IT Roadmap: the IT Strategy is an agreed corporate document that describes the overarching intent, trend and direction for IT investments. The strategy assumes authority through formal governance, including review by select committee and decisions by a Cabinet member. Its implementation is overseen via the IT Governance Board. The IT Roadmap will include the broader strategic investments agreed through governance and is overseen by the Technical Design Authority (TDA). The TDA will review propositions for change arising from Systems Roadmaps to ensure that these are aligned with the broader agreed directions for IT. IT Improvement Plan: the improvement plan is overseen by the IT Services Board and it describes the planned improvement to current IT services, including processes that enable access to the service. There is a particular focus on “IT that just works” and in joining up the efforts of services that overlap with IT


provision (for example, Facilities Management). Technical requirements are agreed through the TDA. IT Work Plan: The IT work plan is overseen by the IT Planning Group. All requests for work, whether arising from systems roadmaps, the IT roadmap, the improvement plan or as a result of requirements emerging from other governance groups, including the Information Security management Group, are evaluated and sequenced by this group depending on priorities identified in a supporting case for change. This process will be overseen by the IT Governance Board who are the ultimate authority for IT prioritisation decisions. We intend to give voice to our IT users through an online IT forum. This will enable issues and concerns to be raised as well as proposal relating to new ideas and innovations to be discussed and progressed. Proposals that impact current commercial arrangements relating to the core IT services delivered via Capita will be developed as part of the IT Improvement Plan. These will be subject to commercial overview to ensure that the full cost of the change and subsequent ownership of it are costed completely, built into commercial arrangements and funding sources identified. Capita sponsored change projects will be included into the Systems Plan overseen by the CR&S and Capita Information and Systems board. The trajectories of existing line of business services, for example the Frameworki/Mosaic social care system or Atrium property management system and corporate capabilities, for example Geographical Information Systems or Address Lookup, are managed through the Governance structures. These trajectories will be explored and directed primarily through the Information and Systems Boards and their Systems Roadmaps so that propositions for change are clearly associated with business plans and business drivers.


Appendix A

Investing for opportunity

1. Overview As the need arises for specific funding to enable the implementation of the IT Strategy we will use the Treasury Green Book 5 case model as a basis for describing the IT investments in greater detail. At the same time we will identify agreed sources of funding. There are there IT Trajectories that will need investment, these are:

• Office365 and Windows 10 migration • Customer Services Platform • Electronic Records and Documents.

There are different overarching strategic drivers relating to these, described below:

• The Office365 and Windows 10 migration is unavoidable at some point between now and 2020 due to the end-of-life of existing products, however this will offer opportunity to deliver and use the products in different ways.

• The Customer Services Platform requirements are derived from extensive

research as part of the Customer Experience programme. It reflects the needs of Customer Services as well as making a response to a number of the broader issues and concerns that have arisen during stakeholder consultations.

• The Electronic Records and Management requirements are derived from

stakeholder requirements, in particular the identification of gaps in our record keeping and associated risks and concerns about maintaining access to records now and in the future.

It is important to note that the IT strategy cannot guarantee that financial or business benefits are derived directly from it. Benefit and return will rely on the ambition of the organisation to use the capabilities provided. These will enable reconfiguration of operating models and re-design of service delivery. It is clear from the experience of others in local government and other industry sectors that, with appropriate investment in up to date and effective IT solutions, significant and far reaching redesign of services can be achieved. Benefit is achieved through release of resource, enhanced productivity and an improved customer experience.


2. Strategic Case The proposed investment in a set of new IT solutions will benefit the whole organisation and arises as a result of strategic intent described in the IT strategy 2016-2020. The strategy has been developed by WSCC IT Services which is part of the WODDS directorate in the Corporate Resources & Services executive directorate. The investment relates directly to the outcomes described in the CR&S Business Plan and is a critical dependency for all other directorate plans. It also enables the council to make a response to strategies and plans from partners, including NHS Digital Footprint and closer working through 3SC. There is a direct interdependency with the Council’s channel strategy and other initiatives associated with enhancing the customer experience. The 3 areas of investment have individual and overlapping objectives. All contribute to the strategic intents of:

• Enabling organisational agility • Enabling information & data sharing and collaboration

Each area also enables one or more elements of the information and data theme, the IT Service and capability theme or Digital Inclusion. In addition, each area will address other underlying requirements and demands:

• Customer Services platform – this investment is an enabler of the Customer Services function and its work to redesign customer interactions, especially the provision of a Customer Relationship Management solution that enables effective management of customer contact and interaction. Without the investment the Council’s ambitions to be customer focussed and, in particular, helping people to help themselves will be undermined. It also provides building blocks for other organisational change and digitalisation of service, including customer portal, customer identity management, electronic forms, workflow management and other capabilities associated with systems of engagement.

• Electronic Records and Documents – as well as providing a capability that enables and supports digitalisation of services which, in turn supports service re-design and building of different operating models, an investment in electronic records and management systems addresses shortcomings and risk associated with the way we manage electronic


records. It includes the ability to identify documents and other content, such as email or social media messages, as part of a record. It enables items declared as a record to be managed through a formal records management process, including meeting requirements under rules of evidence and formal records management best practice. It provides a repository for managing records extracted from other system that have specific retention requirements, for example social care or financial records.

• Office365 and Windows 10 migration – the Council is required to maintain

certain security accreditations to underpin interactions with other public sector bodies and to comply with legislation such as the Data Protection Act. An underlying aspect of these requirements is that all critical software is kept up to date and in active support from suppliers. The existing set of solutions from Microsoft that includes the Office product set, e.g. email, SharePoint and Lync telephony, all reach end of life by 2020. We have already made provision for updated licences, however an investment is required to enable a successful migration to the new solutions. These new solutions are cloud based and make a major contribution to the intent to enable organisational agility which, in turn, will enable the organisation to more quickly and easily respond to changes in demand and organisational design. The migration also introduces significant new capabilities, including enhanced communications and associated analysis, corporate social media, corporate video broadcasting and new analytics capabilities.

It should be noted that while investment in technology and systems can be correlated to achievement of eventual outcomes, for example enhanced efficiency and productivity, the investment does not, in itself, deliver those outcomes. It requires the strategic use of the building blocks provided. The real test of the effectiveness of the IT investment is that the building blocks are used and are able to support different delivery models and processes as the need for these arise across the organisation. In each area of investment there is an existing trajectory that, without the new capability delivered by the investment, will result in increased risks related to security management, business continuity and operational effectiveness.

• Customer services platform – an extensive review of existing arrangements has demonstrated that there are gaps in current capabilities and, in some cases, that existing facilities are either reaching end of life or are no longer fit for purpose. For example, the most costly element of the platform relates to the CRM solution. The existing arrangements, and the trajectory associated with these, were evaluated along with other options and found to be more costly and less effective than the approach


proposed when matched against future need. There are elements of the current arrangements which are effective, in particular the current website and a new online payments solution, and these will be retained and built into the broader platform approach.

• Electronic records and documents – we are already using a SharePoint

solution to hold repositories of electronic documents and we use a SharePoint based solution to manage the catalogue of physical records. We intend to build on these capabilities to deliver an electronic records management solution that will fill gaps in current arrangements.

• Office365 & Windows 10 migration – The Council already uses a broad

range of Microsoft products to provide users with a set of standard tools that enables day to day function and operation across the whole Council, including SharePoint, email and telephony. The current Microsoft 2010 provision has been superseded by both 2013 and 2016 sets of products. Similarly the existing Windows 7 based environment that the Council uses has been superseded so that version 10 is now current. A member’s decision to renew Microsoft licencing was made in January 2016, this described the unavoidable need to move to up to date versions of software to maintain security accreditation and to take advantage of cloud-based provision. That decision anticipated a further investment, to be outlined in this strategy, to support the cost of migration of all users to the new product set. NB the electronic records and documents investment builds on the SharePoint solution delivered by this migration.

Business need is described in the early section of the IT Strategy, these are summarised as:

• Enabling organisational agility • Enabling information & data sharing and collaboration • Information and data thematic need • IT Service and capability thematic need • Digital inclusion

The investments add significant new capabilities to the IT solutions available to users in the Council and for others who are working on its behalf. Significant service impacts are:

• Customer Services platform: providing capabilities for innovative and far reaching service re-design including enhanced self-service, digitisation of service and process and new ways of delivering service. This impacts staff, partners and external customers. Optimum impact is achieved through enablement of Customer Services, realisation of the channel strategy and through technology use in all service re-designs.


• Electronic records and documents: providing new ways for managing and

handling documents and records with an impact across all users who capture, create and store documents and records. In particular there will be impacts on those users who are involved with the creation and retention of systems of record. There will be a significantly enhanced capability to share information and collaborate, requiring adoption of new skills and behaviours. Service areas will have the opportunity to back-scan physical records to enable their use in digital processes or operational activity. Additional impacts will arise from outcomes associated with the digital preservation of records.

• Office365 and Windows 10 migration: providing an updated set of

productivity tools used by all users in the Council and by some of those who deliver service on our behalf. There will be a learning impact across the whole organisation as the new tools are introduced and this is catered for as part of the cost of migration. Subsequent to that, a new approach of small continuous update will be introduced, requiring users to be more proactive in ensuring that they maintain appropriate skills and awareness to use the solutions provided.

The main benefits have been described in the IT Strategy document. The investments will enable strategic IT directions to be pursued, maintaining the momentum behind many of our existing IT related trajectories and enabling the organisation to be ready for the future. A key risk relates to the issue mentioned, namely that the investment will lead to positive outcomes if the capabilities that are provided are taken up and used. This risk relates particularly to the Customer Services Platform and the return on that investment will be directly related to the ambition of the organisation to re-design services and re-configure operations. The investment includes, therefore, significant provision to enable business change and service redesign. A second risk relates to the potential complexity associated with enabling effective records management across a diverse organisation. The level of investment assumes that the Office365 SharePoint environment will provide an appropriate platform for records management if supplemented with additional software features. There is a strong body of evidence that indicates that other organisations have been successful with this approach. This will require a focus on key elements of records management alongside development of a relatively simple process for records declarations and subsequent handling. It will also require a shift in existing behaviours to enable staff to more easily identify which data/information sets constitute a record and appropriate oversight through local “records managers”. We will parallel run existing processes used for records in physical formats as far as possible, involve records management subject


expertise in early and subsequent design phases and focus on “usability” as a critical success factor. Overview of investment The shift in industry approaches to acquiring IT services away from on-premises solutions to cloud-based ones results in most software acquisitions using a subscription model, as opposed to acquisition of tangible assets such as hardware and perpetual licences. Consequently, the investments have been profiled on a subscription basis along with accompanying implementation and take up costs, per annum of revenue cost. MS Office365 and Windows 10 licencing costs are already budgeted for as a result of a Cabinet Member decision in January 2016. For information purposes these costs, along with the cost of acquisition of critical security and management software, are summarised in the table below.

Microsoft product licencing

2016-17 2017-18 2018-19 2019-20

User take up of Office365 1 500 4000 6528

Subscription licences £234,028 £301,068 £765,952 £1,172,525

The take up of Office365 has a direct impact on the take-up of the other investments; the profile of user take-up influences the profile of the budget year to year. Indicative costs

2016-17

2017-18

2018-19

2019-20

2020-21

2021-22 total

User take up of Office365 1 500 4000 6528 6528 6528

£000 £000 £000 £000 £000 £000 Office365 & Win10 Migration

470 350 130

950

Electronic documents & records

345 400 355 185 1,285 CRM licence and set up

376 56 56 56 56 600 Redesign customer journeys

700 500 500 200 100 2,000

Customer Services Platform

1,076 556 556 256 156 2,600

Total IT investment 1,546 1,251 1,086 611 341 4,835

The funding requirements commence from 2017-18, this aligns with the proposed take up of services from that year on and, with a pending Cabinet Members decision regarding the IT strategy in June 2016. It will leave time to incorporate the budget requirements within the 2017-18 budget setting cycle. Sources of funding will be identified at that time.


The intent and purpose of the investments is described in the IT strategy and in the Strategic case above. These act as the critical success factors that need to be attained via the investment. The rationale for considering Office365 as the preferred direction is outlined in the Microsoft product Licencing Decision Report from January 2016. In essence, key factors included minimisation of disruption, completeness of solution, cloud-based and ease of take up. The Decision Report recognised that alternate products were available, though no other single set covering the same range of services is readily available, and undertook to make a comparative review during 2016-17. However, it is widely acknowledged that total costs associated with licencing and migration will be similar irrespective of product set. (NB, for clarity the Office365 migration example includes the migration of the existing voice telephony service and this is included in costs). The costs table above describes indicative costs with a moderate degree of confidence. Licencing costs are near full confidence while implementation and take up costs are based on similar experiences in the Council and elsewhere and are within 90% confidence. The investments will enable the organisation to achieve its outcomes. We intend, therefore, to identify correlations between use of the capabilities and the achievement of business outcomes. We recognise that in many instances the IT investment is a contributory factor rather than a direct causal factor in the achievement of benefit.


Appendix B List of Customer Services Platform components

• Internet/Web presence

• Eforms/Workflow (Strategic solution)

• Umbracco Eforms (Tactical solution)

• Bookings and Scheduling

• Knowledge Management

• Telephony (Contact Centre)

• Contact Management /CRM

• Mapping and Addressing/Love West Sussex

• Payments

• WebChat

• Web Content

• Analytics/MI Dashboard

• Integration Platform

• Registration and Enrolment

• Search

• Notifications

• Apps

• Social Media

• Mobile PC/Tablet (face to face)

• Customer Service Portal


Appendix C CRM product selection

Approach Customer Services reference architecture.

This is a summary of the supplier selection process for a Customer Relationship Management (CRM) solution for West Sussex County Council (WSCC) leading to the identification of a preferred supplier. Suppliers were told that the purpose of the process was to enable the Council to deliver excellent customer services (consistent, modern, joined up, easy to find and use) to all customers (residents, visitors, businesses, partners and colleagues), achieved by driving down failure demand and increasing channel shift. Customer benefits required included: improving ease of access, creating a “single front door”, increasing the rate at which their queries can be resolved and generally providing a slicker and quicker level of service. The Customer Service Platform (CSP) was described as a collection of new and existing technology that underpins and enables the delivery of enhanced customer services. A Customer Relationship Management (CRM) solution was identified as a key part of the CSP that will manage all interactions with customers regardless of channel and to provide a single view of the customer. The objectives of the CRM solution were given as:


• Deliver the customer and/or stakeholder view of service and transactions

across all channels • Enable optimisation of customer experience through customer contact

processes being in one place • Enable expert focus on customer contact management and specialist

service delivery management: a. Customer does not need to see or understand the complexity of

Council service delivery or structure b. Avoid or translate service jargon c. Avoid unessential or inappropriate information disclosures

The objectives of the selection process were described in a supplier briefing as:

1. Select a preferred supplier 2. Select a preferred solution 3. Provide an indicative cost and timescales to the council for the IT

components

Selection process For the selection process there were three candidate suppliers: Microsoft, Salesforce and Verint (Kana). The suppliers were required to provide responses in a number of areas against which weighted scoring was applied as follows:

• Functional and Non-functional requirements – 30% • Strategic Fit – 15% • Integration capability – 15% • Implementation Complexity (out-of-box, configure, customise or work

around) – 10% • Delivery capability/risk – 10% • Cost – 10% • County Council and Local Government References/visits – 5% • Independent Market Analysis (SOCITM, Gartner) – 5%

Suppliers were expected to provide indicative costs and timescales based on similar deployments, preferably in the public sector and/or local government. Any assumptions or options should have been clearly stated. Functional/non-functional requirements The requirements for the response were provided in a spreadsheet enabling suppliers to ensure their submissions for the selection process accurately reflected the needs of the transformed service. Suppliers were asked to demonstrate the capabilities of their solutions in terms of Local Government services in general and against the requirements


specifically. The requirements included the capabilities of the CSP components, highlighting those that were expected ‘out of the box’ using the base product and those that may be potential candidates to be delivered via CRM. A spreadsheet was supplied containing the then current thinking on the CRM requirements and suppliers asked to assess their capabilities against these. The spreadsheet contained nearly 400 individual requirements. Suppliers were also asked to provide method statements outlining how they would address key elements of functionality, including:

• Customer Relationship Management • Self Service portal/channel • Unified communications • Bookings • Analytics (including workforce management)

Strategic fit The requirements for a strategic solution were outlined and suppliers asked how they would address them, including:

• supporting an efficient operation and seamless transition of service requests from customer contact through to resolution

• support of multi-channel capability and hand-off to service areas, eliminating where possible double keying and complexity for advisors and service delivery specialists alike

• notes of their integration capabilities • a cloud preference was requested.

Implementation complexity Suppliers were asked to indicate where areas of required functionality are delivered out of the box or require configuration, customisation or workarounds. They were asked to consider the approaches to minimise the amount of specialist development work associated with the implementation of the solution. The Council described an aim of moving to a self-sufficient model in order to implement further services, perform training and manage business processes. Delivery capability/risk Suppliers were asked to indicate their capabilities to support implementation with sufficiently skilled resources and methods.


In addition suppliers were asked to indicate how the implementation should be resourced and the skill sets required as well as recommendations for ongoing BAU support. Cost Cost was assessed in terms of set up, ongoing maintenance and support - including the cost of major version upgrades. The ongoing costs to March 2022 were considered. Reference sites Suppliers were asked to provide reference material for existing customers running solutions the same or comparable to those proposed for WSCC. Independent market analysis Independent sources of analysis (e.g. SOCITM, Gartner) were approached for a view of product capabilities and market positioning. Summary of assessment Based on the supplier’s responses, each supplier was assessed by Capita and WSCC against each area and awarded a score ranging from 0 (poor) to 5 (excellent). The weighting for each area and the scores allocated are shown.

Area Weight Salesforce Microsoft Verint (Kana)

Functional and Non-functional requirements 30% 4.3 4.3 3.3

Strategic Fit 15% 3.5 4.5 2.3

Integration capability 15% 3.3 3.8 3.3

Implementation Complexity 10% 3.3 3.5 2.0

Delivery capability/risk 10% 2.8 4.3 3.0

Cost 10% 3.0 5.0 4.0

References 5% 2.5 3.5 3.0

Independent Market Analysis 5% 4.0 5.0 3.0

Total 100% 70% 84% 60%


Overall summary

MS Dynamics Salesforce Verint (Kana) Existing

Reference Sites Very Good Poor Good n/a

Existing CC footprint 21% 0% 37% 37%

IT Costs to 2020 £600,302 £1,285,76 £921,740 £346,470

Supplier Scoring 84% 72% 58% n/a

Business Change £1.5m-2m £1.5m-2m £1.5m-2m Lower

Formal recommendation from Capita consultant The recommendation of this selection process is to select Microsoft Dynamics as the preferred supplier for the West Sussex County Council Customer Services CRM solution. We acknowledge that the costs provided are indicative and high level and that, as requirements are refined into a more detailed design, those costs may change however, even if the scoring against costs is reduced to zero for all three suppliers, Microsoft Dynamics remains the highest scoring supplier. In addition, Capita is a Microsoft Gold Partner for Application Development and has a business unit with 35 years of experience in providing Microsoft CRM Dynamics Consultancy services to assist with the design, build and delivery of Case Management solutions to Government customers. There would therefore be no need for additional third party consultancy to configure and implement a Microsoft Dynamics CRM and this internal expertise overcomes some of the risks highlighted as part of the deeper analysis. That, combined with the scoring and the strategic fit of a cloud based MS Dynamics platform for both Capita and WSCC, further support the recommendation. Indicative costs The overall costs for the Microsoft implementation will be (these are indicative costs for budgetary purposes): One off costs £ Licences 16,000 Technical Implementation 303,072 Days 336 Total 319,072


Annual Costs Subscriptions 45,446 Other 10,000 Maintenance & Support 800

Total 56,246 Costs to March 2020 £600,302

Business Change costs It is anticipated that there will be additional costs to those outlined above to implement the business change element of the solution. This is expected to be in the region of £1.5m - £2m and will cover aspects such as:

• Overall project management • Solution design / Detailed requirements • Business Analysis • IT Architecture design • Testing / User acceptance testing • Training / Business rollout / Implementation • Communications & Stakeholder management


Appendix D IT Governance overview