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					           ICT Strategy 2011 – 2014




                         Joint ICT Strategy
                               2011 – 2014




Final v3                              30th August 2011.


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                         ICT Strategy 2011 – 2014


                               Contents
1. Business needs and drivers for change
1.1 Current business environment                                        P4
      1.1.1 National public sector ICT strategy for Wales               P4
      1.1.2 Powys County Council strategic change model                 P7
      1.1.3 Powys Local Teaching Health Board corporate plan            P8
      1.1.4 National Health Service Wales Informatics Service          P10
      1.1.5 Opportunities to share ICT across Health and the Council   P11

1.2 Service requirements                                               P11
1.2.1 Health and social care                                           P11
       Health, Care and Wellbeing
                 - Children Services                                   P12
                 - CYPP                                                P13
                 - Adult services                                      P13
       Housing and Public protection                                   P14

1.2.2 Council services                                                 P14
       Local environment services
              - Local Environment                                      P14
              - Transport                                              P15

       Communities, Skills and Learning                                P15
         - Education                                                   P15
         - Leisure and Recreation                                      P16
         - Libraries                                                   P17

       Regeneration and Development                                    P17


1.2.3 Support services                                                 P17
       Customer Services                                               P17
       Web and channel Shift                                           P18
       Human resources                                                 P18
       Finance and Infrastructure                                      P19
       Finance and HR (PtHB)                                           P20
       Business performance unit                                       P20
             Local Land and Property Gazetteer (LLPG) and
             Graphical Information Systems (GIS)                      P21
       Performance Management                                          P21
       Communications                                                  P22
       Procurement                                                     P22

1.3   Current Performance issues                                       P22

1.4 Regulatory pressures                                               P23
      Wales Audit Office reports                                       P23



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                         ICT Strategy 2011 – 2014


       Government and NHS codes of connection                          P25

1.5 ICT Governance                                                     P26

1.6 Information Governance, Security, Standards, Business continuity and
supplier management                                                     P26

1.7 Summary                                                            P29

2. ICT to support business needs (Change
   Programmes and Operational support)                                P31

2.1 2009 ICT strategy review                                           P31

2.2 ICT strategy 2011 – to support:                                    P32
       Strong and robust Infrastructure                                P32
       Sharing                                                         P32
       Partnership working                                             P33
       Powys Change Plan and service strategies                        P33
       NWIS programme                                                  P35

2.3 ICT Project list                                           Appendix C


3. ICT Support for business as usual (Operational
   support)                                       P35

3.1 Service management                                                 P35
3.2 Service Management Vision for Powys LCC and LHB                    P35
3.3 Service Management Processes                                       P36
      3.3.1 Service desk function and incident management              P36
      3.3.2 Problem Management                                         P37
      3.3.3 Change Management                                          P37
      3.3.4 Service Level Management                                   P38
      3.3.5 Configuration Management                                   P39
      3.3.6 Release Management                                         P39
      3.3.7 Service Continuity Management                              P40
      3.3.8 Availability Management                                    P40
      3.3.9 Capacity Management                                        P41
      3.3.10 Financial Management                                      P41

4. Resources                                                          P41
4.1 Staff and Skills                                                   P42
4.2 Funding                                                            P44
       - s.33 NHS(Wales)Act 2006
5. Risk                                                               P46

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                          ICT Strategy 2011 – 2014


1. Business needs and drivers for change
1.1 Current business environment
Powys County Council (PCC) and Powys Teaching Health Board (PtHB) face
significant pressures, including:

      The effects of recession
      Reduced funding from Government
      Reduced levels of income from services
      Increased service expectations & demand
      An aging population
      The need to deliver services over a large geographic area

To address these pressures and continue to provide the services that Powys
needs both organisations are working together to make significant strategic
change in the way that services are delivered. Addressing these challenges is
part of a Welsh Government (WG) supported initiative to integrate health and
social care provision and support services between the two organisations. ICT
is a key enabler to these strategic changes as well as a key component of
current operational delivery of services.

PCC issued its first three year ICT strategy in September 2009 focused on a
major re-fresh of its ageing infrastructure. This revised document is the result
of a major review to re-align that strategy to the joint needs of PCC and PtHB
in support of both organisations strategic change plans. The document
provides for further collaboration and sharing with other public sector partners
(notably the emerging work with Ceredigion County Council) though the
alignment of ICT to the national ICT strategy for the public sector in Wales. By
aligning both organisations to this new national strategy we will be able to
share more investment and service delivery resources.

1.1.1 National ICT strategy for the public sector in Wales

Developed by the ‘Chief Information Officer’ (CIO) for Public Sector ICT in
Wales, the National ICT strategy provides for greater collaboration across the
public sector. This is a significant change as previously Councils, the NHS,
Police etc. had separate strategies which often makes the sharing of
resources difficult by design.




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                                     ICT Strategy 2011 – 2014



The Welsh ICT landscape can be summarised as follows:


                        Wales ICT landscape
       Health                                          All Public Sector
       Local - 7 LHB’s with ICT teams
                                                       ‘CIO’ for public sector Wales appointed last year
       National teams (NWIS)                           (Gwyn Thomas)
       - IHC (design / commission)
       - HSW (service / support)                       National ICT strategy developed
       - BSC (applications)

                                                       ICT a workstream of the ‘efficiency & innovation’
                                                       board lead by Jane Hutt (ICT strand chaired by
       Unitary authorities                             Steve Thomas of WLGA)

                                                       Current themes:
       Local – 22 UA’s each with ICT team
                                                       - Buy better
                                                       - Using smarter
                                                       - Working together
       National – voluntary collaboration via SocITM
                                                       - Working differently




This new approach will enable organisations to work within an overall strategic
framework for the first time and where the ability to share resources is built in
by design.

The ICT Strategy for Welsh Public Services should drive the scale of
operation for ICT services. The Strategy presumes a national footprint
(unless there is a demonstrable case to the contrary) with ICT systems being
designed, developed/procured, configured, deployed and maintained
nationally. Implementation and use can then be either regional or local with
systems being configured to benefit particular front line services (for example,
social care).

To this end the Efficiency and Innovation Board of WG have agreed the
following principals:

        Rationalising the number of ICT systems that we have across Wales,
         moving to all-Wales ICT services as a default, with departure having to
         be justified on business and/or technical grounds.
         Creating a national asset register for ICT systems and services, costs
         for which will be met by existing resources.
         Pooling capital budgets for ICT infrastructure investment.

        Exploiting in-house specialist skills by sharing staff resources and
         directing them on commonly agreed and planned priorities.
         Working with Collaborative Procurement to move towards all ICT
         procurements being carried out jointly at an all-Wales level.
         Strengthening all-Wales public sector shared ICT service management
         arrangements as we move increasingly to the deployment of all-Wales
         systems and gain economies of scale.




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                           ICT Strategy 2011 – 2014


       Creating regional shared resource centres and local service
        management arrangements that promote joint working across Health,
        Education, Local Government and Welsh Government amongst ICT
        professionals and support the delivery of services to citizens.
        Increasing the support for the professional development of our ICT staff
        as part of the wider public sector workforce. (Proposal to be developed
        and costed).

       Identifying local good practices and supporting their adoption across
        Wales as rapidly as possible as national standards.


Implementation of the National ICT strategy is the responsibility of each
organisation but is being managed at a national level by the ICT programme
of the ‘Efficiency and Innovation Board’. This is concerned with the delivery of
an ambitious programme utilising the latest developments in ICT to enable
changes in Public Service Delivery which will place Wales at the leading edge.
The key business objective is to support the delivery of £100M of savings,
through 4 overlapping themes:

   Buying Better
   Using Smarter;
   Working Together;
   Working Differently

This programme currently is prioritising the following projects in support of
National ICT strategy roll-out:

       Desktop standardisation
       Common licensing
       Public Sector Broadband Aggregate (PSBA) deployment
       Video networking
       Voice services
       Data centre service rationalisation
       Local Land and Property Gazetteers (LLPG)common addressing
       Common service management
       Common back office & transaction systems

[Appendix A - The ICT Strategy for Wales]




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                                        ICT Strategy 2011 – 2014



1.1.2 Powys County Council Change Plan

Powys County Council wants to deliver services which are efficient but not
necessarily low in cost. More money must be spent on the service rather than
overheads. This means processes need to focus on the customer not the
organisation. Efficiency can also improve with joint service delivery with
partners.

Achieving the vision

        To achieve the vision of "Efficient Services for the Green Heart of
         Wales" Powys County Council will focus on 5 strategic change
         programmes and service areas continuous improvement. (as
         documented in service strategies)

                           Future Powys Change Programme Configuration
                                                                                          Continuous
                                                                                         Improvement

                                                                                        Adult Services
    Care & Well Being                            Learning & Community                        BPU
       Adult Services      Reconfigure Care           Community          Schools       Children Services
       Transformation      Provider Services           Services        Modernisation
                                                    Transformation                        Finance &
                                                    (Paul Griffiths)                     Procurement

                                                                                           Housing
                                                 Regeneration
                                                                                              HR
       Joint Working –         Housing               Regeneration
            PtHB            Transformation                                              ICT & Customer
                                                                                           Services

                                                                                       Legal, Scrutiny &
                                                                                          Democratic
                                                 Climate Change                            Services
                                                                                           Leisure &
        Central Wales      Early Intervention           Waste                             Recreation
       Social Services –      & Prevention                                                  Service
          Ceredigion              (LAC)                                                     Local &
        (Parry Davies)      (Amanda Lewis)                                               Environment
                                                                                         Services (inc
                                                                                       Public Protection)
    Council                                                                              Performance,
                                                                                        Partnerships &
       Support Services       Workforce         Commissioning &                         Communication
        Transformation      Transformation        Procurement
                                                 Transformation                         Regeneration &
                                                  (Mike Green)                           Development

                                                                                          Schools &
                                                                                           Inclusion
                                                                                       Service Strategies



PCC Improvement Objectives:

PCC have prioritised the projects and activities that can make the greatest
contribution to the ‘One Powys’ outcomes. The projects and activities that will
shape the councils Change Programme are grouped into five improvement
objectives:

Care and Wellbeing – We will work with partners to provide seamless,
high quality services through better models of care which will build on the
independence and resilience of individuals, families and communities and that
are more efficient and sustainable.



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                           ICT Strategy 2011 – 2014


Learning and Community – We will reduce costs by managing
community assets to provide multiple local services. We will reconfigure
schools provisions to match places to students and ensure our schools are
financially viable and fit for purpose.

Regeneration – We will improve the economic wellbeing of the citizens
of Powys through using council resources and influence to stimulate
regeneration activity.

Climate Change – We will help to protect and improve the environment
by increasing recycling rates; reducing the amount of gasses that are harmful
to our environment and ensure that the public of Powys are safe from the
more extreme impacts of climate change e.g. increased risk of flooding.

Council – We will work as one council, constantly challenging what we
deliver and how it is delivered to improve quality and reduce cost. We will do
this by transforming the ways in which our workforce operates, is remunerated
and developed. We will improve how we communicate with both the
community and our workforce. We will seek collaboration opportunities with
other public bodies. We will utilise modern technology to improve productivity.
We will improve the ways in which we procure goods and services.

While the five objectives outlined above focus on our priorities for
improvement, we will also be ensuring our day to day business continues to
improve. Continuous improvement initiatives will run parallel to our five main
improvement objectives, and will be detailed in our individual service
strategies.

Appendix B – PCC change plan

1.1.3 Powys Teaching Health Board (PtHB) corporate
plan.
New Directions

New Directions is the PtHB vision for heath services in rural communities. It
is focused on providing the appropriate level of local healthcare whilst
recognising that increasing specialist healthcare may need to be provided by
major hospitals outside Powys.

Through engagement with Powys residents and healthcare partners New
Directions is focused on

   -   delivering truly integrated care at a local level centered in the
       community
   -   providing specialist services locally where it is safe to do so
   -   the elimination of waste, harm and inappropriate variation

The PtHB 2011/12 corporate plan is centered on the following areas:



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   •    Promoting health & wellbeing (in particular implementation of ‘our
        health future’ and the achievement of key vaccination rates)
   •    Continuously improving safety, effectiveness & patient experience (in
        particular demonstrating increased compliance with NHS healthcare
        standards, improved governance and achievement of key targets
        around referral to treatment & healthcare associated infections)
   •    Capturing the benefits of integration (in particular establishing a
        network of rural hospitals and health & social care centres,
        implementation of the rural heath plan & the Dr Chris Jones ‘creating
        the vision / setting the direction work and delivery of services through a
        shire model or ‘locality management’)
   •    Empowerment of staff (including providing access to relevant
        technologies)
   •    Living within its means

PtHB are required by Welsh Government to provide a 5 year Strategic
Workforce and Financial Framework (SWaFF).

PtHB SWAFF has the following objectives:

        Increase the proportion of outpatients that are undertaken in Powys
       hospitals for Powys residents
        Increase the proportion of day surgery that is undertaken in Powys
       hospitals for Powys residents
        Reduce the length of stay for Powys residents in out of county
       hospitals
        Reduce the number of emergency admissions to out of county
       hospitals
        Increase the number of people that are offered alternatives to Accident
       and Emergency assessment/admission
        Increase the range of diagnostic services directly available to GPs
        Increase the range of care options available to Powys residents at
       home or in integrated care facilities
        Increase the opportunities for children services across health and
       social care and education to be provided from a single site

PCC and PtHB opportunity for sharing

Powys County Council (PCC) and Powys teaching Health Board (PtHB) are
coming together within the footprint of Powys to deliver truly integrated
primary, community and social care for adults and children, centred on the
community with budgets devolved to the locality level and shifting resources to
make this happen.

These new seamless and integrated services will be readily accessible, and
they will be built on a firm platform of community cohesion and engagement.
The people of Powys will be supported in ways which will allow them to live
and receive services in their communities, maximizing their independence and
giving them choice and control. New care pathways will result in the reduction



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                            ICT Strategy 2011 – 2014


in out-of-county placements, the prevention of escalation to higher cost care
settings and the facilitation of faster step-down processes.

PCC and PtHB are also committed to working together on back office and
infrastructure services; these services are relatively invisible to the public, but
efficiencies realised by working together will be re-deployed and invested in
front line care and support services.

The overall aim of the programme is to provide integrated, efficient, effective,
seamless, sustainable, and cost effective services for the people of Powys.
The range of options which could be considered include co-location, joint
appointments, shared resources and facilities, joint operating procedures and
procurement, workload profiling, generic workers etc. and where required
each recommendation involving major service reconfiguration will be
supported by a robust business case.


This will be essential to future developments in ICT as integration of health
and social care processes will need to be enabled and supported by more
common / shared ICT solutions. Also, alignment of both organisations ICT
with the new National agenda will facilitate a level of shared investment and
resources that will fundamentally improve the cost effectiveness of ICT
delivery.

1.1.4 NHS Wales Informatics Service (NWIS)
In support of the National ICT strategy for Wales and the NHS Wales five year
plan Health Solutions Wales (HSW), Informing Health Care (IHC), Business
Services Centre (BSC), and the Information Services Division ( ISD) have
come together to form a single informatics services known as the National
Health Service Wales Informatics Service (NWIS) whose aim is to:

      To support the delivery of joined up patient care

      To make the best use of scarce skills and resources by pooling/sharing
       wherever possible

      To provide better professional development for informatics staff

      To increase joint working with other Welsh Government Directorates

      To increase joint working with Local Heath Boards and Trusts

      To create Integrated National Informatics Services

      To provide common hosting arrangements for NHS staff in the
       Informatics Directorate

This organisation is key going forward for a number of reasons:




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                           ICT Strategy 2011 – 2014


   -   The NHS in Wales has a national development and delivery
       programme with which PtHB must engage. The link between PtHB and
       NWIS has been weak and this must be addressed to make full use of
       the programmes and services available.
   -   Any development work around core NHS applications (which could be
       developed for Social care use) must be agreed by NWIS
   -   NWIS provides the development resources that PtHB lacks locally by
       national means
   -   NWIS is currently the only national level ICT resource available to
       support key national strategy programme delivery.

1.1.5 Opportunities to share ICT across PCC/PtHB
Many opportunities to share ICT resources between PCC and PtHB have
been identified and are based on realising the potential offered by aligning
both organisations ICT strategies to the new national ICT strategy for the
Public Sector in Wales. The current list of opportunities is shown in Part 2 of
this document.

1.2 Service Requirements
Operational ICT requirements are driven by existing service processes and
procedures and new requirements generally documented within service
business plans. These requirements are then reviewed as individual cases by
the ICT governance group to ensure alignment with the ICT strategy, a sound
business case and the application of project management to approved
developments. The role of ICT Governance is to keep the focus on business
needs, outcomes and benefits, ensuring that technology supports rather than
defines the solution.

A review of 2010 service strategies shows the following ICT related initiatives.
These have been grouped into ‘health, care and wellbeing’, council services
(non social care services) and support services (HR, Finance, Legal etc)
which could potentially be shared between PCC and PtHB through
partnership arrangements under s33 of the NHS Act 2006.

Sharing with other public sector organisations (notably Ceredigion County
Council) is a common theme across service area plans

1.2.1 Health, Care and Wellbeing
Health
There has been under investment in ICT in the NHS in recent years and more
particularly in PtHB.

In addition PtHB have not been well linked to the emerging NHS national ICT
programme in recent years and this has had the further effect of PtHB not
currently featuring in the NWIS programme roadmap.




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                             ICT Strategy 2011 – 2014


GP practices in Powys are fully computerised but there are different systems
in place. Hospitals are still using paper records and information flow between
the two is problematic, as is information flow to non Welsh providers in
Shropshire and Herefordshire. Engagement with the GP clinical system
strategy is essential to further improvement of the ‘joined-up’ view of patient
information.

To support the closer working of Health and Social Care, the re-engaging with
the NHS national ICT development programme is essential to the delivery of
ICT in PtHB.

The NWIS vision for joined up ICT systems in the PtHB is shown below:


                          The Vision….

     Out of Hours
     Service

                                             Welsh Clinical   Clinician access
                                                              – where care
     Individual                              Portal
                                                              is delivered
     Health
     Record


                              e-referrals/
    GP systems
                              discharges
    (lifelong record)
                                                         New hospital/
                                     Current hospital    Community
                                     systems             systems
     My Health Online                                     •Radiology IS
                                                          •Laboratory IMS
      Patient access –                                    •Prescribing
                                                          •Scheduling
      over the internet
                                                          •Ordering




Children services (Powys County Council)

Children services use business processes to deliver services to their
customers. The Integrated Childrens system (ICS) is a business system
whose processes are heavily dependent on technology and are built around
the core ICS / Draig system.
The current key operational requirements are:
       - speed of operation / system access in remote sites.
       - Realising any benefits / opportunities from the paperless Powys
          project
       - Increased use of mobile & flexible working
       - Easy access for foster carers to CS policies by migration of material
          to the internet site
       - Multi-site access and sharing information across public sector
          partners and voluntary organisations




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                          ICT Strategy 2011 – 2014


Children services (Powys Local Teaching Health Board)

PtHB provide children services through Myrddin and GP systems.
The main issues affecting the service are child protection issues and the
requirement to have remote access to key data across GP’s, Hospitals, Social
care, education and the police.

The requirement includes remote access to Care-plans, E-mail, Knowledge
base’s and national and local applications.

NWIS have recently announced there intention to develop an all Wales IT
system to capture information on looked after children (LAC) and Child
Protection (CP), and would like to model an integrated Health/Social Services
system with the assistance of Powys County Council children services in
terms of business processes, systems, data processes/sharing, our ‘Child in
Need Census’ and the Education interface.

Children and young person’s partnership (CYPP)

CYPP consist of a number of organisations that provide the services needed
by children and families. These organisations include the NHS, the Council in
the form of education, and children services and the voluntary sector.

CYPP requirements are for a single view of children with all associated
information. Today much of this information is held in spreadsheets or self
developed Access databases and no single child reference is used. Key
information that could support CYPP in providing services are held in
numerous systems e.g. Social care DRIAG system, EMS and Capita One
education systems.

The ICT requirements include multi-site access, sharing information across
public sector partners and voluntary organisations and the use of Civica
document management system.

Adult Social Services

Adult Social services are looking to improve in the following areas:

      Service Redesign
      Value for Money
      Community Engagement
      Structures and Process’s

The Adult Living Programme is committed to developing services that fits
within Professor John Bolton’s work of developing a model of care based on
pathways for individuals which are cost effective and efficient. It will also
place us in a good position to meet some of the future challenges as
contained in Sustainable Social Services for Wales: A Framework for Action’.




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                           ICT Strategy 2011 – 2014


      The task is to develop a new county wide structure that will ensure
       robust management of domiciliary care assessment and service
       provision. This work compliments the work already commenced on the
       Adult Living Programme. These are;-
      Access To Services
      Reconfiguration of Care Management
      Reconfiguration Of Domiciliary Care including the capturing, checking,
       updating of information to inform budget management
      Development of Reablement
      Prevention and Wellbeing
      Telecare and Telehealth
      Unified Assessment
      Equipment and Adaptations
      Integrated Service Design with Health and Other Partners who can bolt
       onto to the service provision that we develop.

The Social Care ICT system is called DRAIG. This system is provided by
Careworks and is currently (2011) in notice of de-support. PCC will need to
procure and replace DRIAG. The replacement, if a National solution is sought,
will provide an opportunity for social care to further enhance its joint working
with the health board and further the aspirations of the National ICT strategy
with its ‘once for Wales’ theme.

Housing and Public protection (Environmental Health and Trading
Standards)

The housing service is seen as a key part of the Health & social care
integration programme and this will be a key driver going forward. This service
area is also looking to utilise ICT to support further operational efficiency
improvements. Key points:
       - Health & social care integration
       - Home, mobile, flexible working and remote access. Migration of
           additional staff to mobile / flexible working will require remote
           access to key policy documents and systems such as the Northgate
           M3 for public protection
       - Adoption of Electronic Document and Record Management
           Systems (EDRMS) as part of the ‘Paperless Powys’ project
       - Replacement of current core systems such as ‘Simdel’ through
           procurement and migration to a ‘fit for purpose’ .Housing
           management system.

1.2.2 Council Services
Local & environmental services

Initiative to share resources with other council will require staff from PCC and
other councils to access systems from various public sector sites.




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                          ICT Strategy 2011 – 2014


Local Environment (LE)

LE is looking to join up local services e.g. Highways, street works, waste etc
and provide those services through local multi skilled delivery teams.

– ICT will be needed to enable and support the new business processes
  being developed for LE. These include the requirement to capture LE
  work packages, schedule jobs and schedule LE resources to meet the
  requirement whilst reducing non-productive work like job costing and
  timesheets.
– Once established this work may require a review on the validity of using
  back office systems EXOR and ROCC as the asset management system
  and operations costing system
– A need for a real time staff location / mapping tool to support reducing fuel
  usage and staff productivity (NB Ceredigion have invested in this type of
  tool and have offered to share development)

Waste – a review is being conducted of the current service, process and
policy as well as the way they interact with their customers. A new waste
management system has been procured and is currently being implemented.
This system should provide for current and expected waste management
requirements (round management including tracking and commercial waste
management) and provide for anticipated higher waste management targets
from Welsh Government. Integration to Local Environment initiative is
essential to support the operational model being adopted across waste and
LE

Transport unit

The transport unit Service plan is looking to introduce improved processes. To
achieve this they intend to undertake a Public and School transport review.

Communities, Skills & Learning
Education (PCC schools service and Schools ICT)

Investment of ICT in Education over the past years has been reactive to the
funding opportunities that have arisen. This has resulted in a patchwork of ICT
across Powys Schools with various infrastructures, applications and standards
being applied. The lack of formal ICT governance for schools has also meant
it is not clear who is responsible for what ICT between the PCC Schools
service and the schools and their ICT technicians.

Today's learning environment needs to reflect the rapid growth in quality and
availability of Internet resources and communication services, and the
widening array of home and portable computing devices.

In most schools, Internet bandwidth limitations, restrictions on access, service
reliability and lack of support for personal devices have to be addressed.



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                            ICT Strategy 2011 – 2014


Teachers and learners need to be able to access relevant information
systems and communications services from anywhere with a network
connection, using whatever device they have available.

The expectations of online services provided by schools are growing rapidly,
becoming more sophisticated and require more system integration.

To address these issues an ICT Strategy for Schools has been developed and
approved.

The strategy is intentionally aspirational and aims to provide :

    -   a framework for reaching agreement on priorities and aligning
        resources (governance)
    -   Delivering adequate Continued Professional Development and
        curriculum support
    -   Meeting revenue cost of network bandwidth to schools
    -   Opening up access to and from school networks yet still achieving
        appropriate levels of safety and security
    -   Achieving a step change in services delivered by school websites
    -   Delivering appropriate technical support
    -   Safeguarding – to ensure that children and young people are ensured
        a safe learning in School and home environments, and that information
        about them is managed in a safe and secure manner

Leisure and Recreation

Leisure and Recreation have three main objectives for service transformation
and continuous improvement:

   To effectively manage assets and resources focusing on the service and
    not the point of delivery
   To improve the promotion and marketing of the service to enhance take up
    and increase income.
   To engage with Council Members, staff and residents to ensure their
    participation in decision-making about future services

An analysis of the service strategy has highlighted the following ICT
requirements:

   Utilise existing expertise within the services to develop ICT initiatives such
    as social networking (Facebook, Twitter) along with mobile technologies
    (texting/push messaging).
   Linking with the Strategic Change Programme work streams for ICT and
    Support Services complete the installation of Chip & Pin payments for
    leisure centres and the implementation of a new Corporate Management
    Information System (Zipporah) for online booking/electronic payment
    across services.
   Linking with the Family Information Service and Access to Services to
    extend the public access points to service information and bookings.


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                            ICT Strategy 2011 – 2014


   Establish web based consultation using new technologies to engage public
    debate e.g. Face book surveys/campaigns.

Libraries

In support of the National ICT strategy, the Libraries service plans are well in
hand for an all-Wales library management system. A Steering Group has
been created consisting of representatives from Wrexham, Powys, Conwy,
Swansea, Caerphilly and Carmarthenshire Councils to form a consortium.

It is anticipated that Powys, Wrexham and a few other North Wales libraries
will be early adopters of the system, with all other libraries potentially coming
on board in the next 5 years or so.

Regeneration and Development

Development control and building control are exploring initiatives to share
resources with Ceredigion County Council. These initiatives will require staff
from PCC and other councils to access systems from various public sector
sites.

There is increasing expectation for internet based planning services – e.g.
reacting to public enquiry, consultation and submitting planning applications.
Today National and Local portals provide a baseline to provide internet
services for Development and Building control

1.2.3 Support services (PCC)
Customer Services (PCC)

Powys County Council aim is to make it easier for customers to access its
services. This means customers having a choice about when, where and how
they contact the council and not needing to be an expert in our organisation or
process. We will re-design our access points and service delivery processes
based on what the customer actually needs, sharing resources and
eliminating waste in the system wherever possible. If we do this correctly we
will improve the customer service and experience as well as reduce our costs.

       Customer focus                                           Service Up
       Shared resources                    =
       Elimination of waste                                     Cost down

       The Access to service programme will aim to deliver more from the
existing shared resource investment by:

       -    Migration of further services (customer contact) to the Customer
            Service model.

       -    Share with service areas infrastructure and technology to reduce
            the need for separate, stand alone solutions.


                                                                               17
                           ICT Strategy 2011 – 2014



       -   Implement the access improvements identified in the PCC draft
           WEB strategy to evolve contact methods to make better use of the
           Web and telephony and introduce an assisted Web service for face
           to face contact.

       -   Work with service areas to produce end to end service measures,
           allowing Customer expectation to be set and significantly reducing
           the causes of preventable demand often referred to as avoidable
           contact.

       -   Improve customer experience and resolve more requests at the first
           point of contact.

WEB / Channel shift (PCC)

The draft PCC WEB strategy sets out 2 aims for the development of the
Corporate Website:

           1. Communicate key messages to the public
           2. Be the easiest method of accessing services (self service) and
              information

The strategy provides for improved self service by a focus on high volume
face to face and telephony transactions, the desirability and ability for the
service to become self service and the ability of the customer to self serve.

Debtor balance information (with appropriate authentication), improved
payment capability, online appointments and booking and fault reporting are
all areas for improvement.

WEB function will be improved with the introduction of improved searching,
WEB mapping, and ‘find my nearest’.

WEB standards and roles and responsibilities will be defined and approved
through the ICT Governance arrangements.
Human Resources (PCC)

The main drive is for continued improvement in management, staff and HR
efficiency through BPR and ICT enabled process improvement.

HR is continuing to roll out improvements to HR processes enabled by
TRENT system developments and workflow. These include
              Recruitment improvements
              Predicative analytics
              Dashboard for senior managers
              Roistering
              Integration with paperless Powys.



                                                                                18
                           ICT Strategy 2011 – 2014


       -   Further enhancements to current HR processes notably absence
           and learning
       -   HR are looking to introduce an HR ‘service desk’ for employee
           contact management including the use of the intranet as a
           knowledge base for advisors
       -   The use of technology to reduce interview note taking / admin
       -   HR as part of the shared agenda is exploring the hosting of HR for
           Ceredigion County Council.



Finance (PCC)

A fit for purpose Financial Management System is critical for the ongoing
financial planning, recording, monitoring, forecasting and reporting of the
councils activities. The system is a fundamental tool in providing management
and statutory financial information including the production of the audited final
accounts.

 The Finance Management system for the Council is currently provided by
Advanced Business Solutions (ABS, formerly CEDAR). Upgrades to the e-
financials and e-procurement system usually occur every 2-3 years depending
on the speed of the software development by the provider, ABS. In addition
there is ongoing liaison with the provider to ensure the functionality of the
system is maintained if necessary and enhanced where possible.

The last major upgrade took place in 2007/08 and therefore another upgrade
is due. These upgrades deliver improved functionality as the software is
developed. These developments are assessed and if business benefits can
be delivered then a proposal and business case for an upgrade is prepared.

The rollout of e-procurement is on-going with plans to introduce e-financials to
high schools.

The Finance department are implementing a collaborative planning module for
accountants and budget holders and will introduce Paperless Powys for
creditor invoices.

An all Wales (Public sector) initiative is being developed (e.g. e-Trading)
which is being considered by PCC. Proposals to participate in such All Wales
Financial IT systems will be presented, when it can be demonstrated that the
business benefits justify the investment. PCC currently use the Value Wales
purchase card scheme, which is part of the "xchangewales" solution being
developed by Value Wales.

PCC will explore opportunities with partners and other parties to collaborate
on the development of financial systems where improvements and efficiencies
can be demonstrated.




                                                                              19
                           ICT Strategy 2011 – 2014


Human resources and Finance systems (PtHB)

In respect of support services the tHB uses Oracle Financials, Oracle
procurement and ESR which are owned locally but managed on a national
basis through a shared service arrangement. This allows the healthcare
sector in Wales to compare common information, an unique ability for the
public sector in Wales and presents a possible future platform for integrating
back office functions across Wales.

Business Performance Unit (BPU)

The Business Performance Unit are undergoing significant change as they
look to support the strategic initiatives of the Council.

The key improvement / efficiency objectives are as follows:

               Merger of both BPU functions (previously people and wellbeing
              and organisation and regeneration BPU) ensuring
              standardisation of structures, working practices and reporting
              mechanisms.
               Streamlining of key business processes
               Fit for purpose IM and T to support service delivery.

The aims of the BPU ICT team are to:
    Provide ICT Systems to meet the needs of the Service. Support
      business and operational teams in their delivery of high quality services
    Manage, support, and liaise with suppliers of the core database
      information systems and a range of the other ICT Systems used within
      the Service Areas
    Responsible for the development of an ICT Strategy with Corporate IT
      colleagues and for co-coordinating the support, systems administration,
      procurement and inventory for service area applications. BPU ICT also
      support the business areas with application implementation and
      upgrades (releases)
    Co-ordination with the corporate IT Centre on corporate operations,
      and support / maintenance
    Undertakes IT projects via a project management structure

In practice this means a range of business orientated roles and principally
around applications:
     Deployment – set up, configuration, reporting, releases, system
       changes
     Subsequent support of existing and new applications – system
       administration, end user support, supplier liaison, releases, reporting
     Contract matters
     Integration of separate systems from a business perspective not a
       technical one
     Training




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                          ICT Strategy 2011 – 2014


      Collaboration with other authorities and organisations as Business and
       IT Application level
      Contact with external agencies and regulatory authorities
      Business Advice on the above
      An element of Web development is also undertaken by the BPU IT
       Unit.

The BPU will support realising the benefits from the ICT project ‘Paperless
Powys’

Local Land and Property Gazetteer (LLPG)

Welsh Government has reported that the Powys Local Land and Property
Gazetteer(LLPG) is below the minimum standard. (Jan 2011) In 2010 a review
of the LLPG was undertaken.

The BPU will implement the recommendations of the review providing an
improved gazetteer with clear roles and responsibilities together with a
planned data matching programme to improve the quality of the data.
The aim is to reach gold standard by March 2012.

A business case is being prepared for LLPG to become a shared service
between PCC and Ceredigion Councils. Ceredigion Council’s LLPG is at
minimum standard and the roadmap for its future development and
deployment is similar to that of Powys County Council.

Geographical Information systems (GIS)

From 1st April 2011 a public sector mapping agreement comes into force and
will permit Government to make Graphical Information provided by Ordnance
Survey (OS), including high specification OS Master Map products, free at the
point of use for all public sector bodies, and subject to no limits on re-use
when used for core non-commercial public sector activities. It is expected that
the agreement will deliver significant efficiency savings and improvements in
public service delivery for the benefit of citizens and businesses in England
and Wales. It will enable more effective joint working between public sector
bodies; widen access to graphical Information; and provide a licensing
framework that enables more collaborative working with delivery partners.

A business case for GIS to become a shared service between PCC and
Ceredigion Council is being prepared. This is seen as a means to enable PCC
to provide WEB mapping for the internet and internal maps to reduce the
requirement for the current PCC GIS system ‘MAPINFO’ client licences.

Performance Management

PCC performance management are currently implementing the web based
‘Ffynnon’ National performance management system.




                                                                              21
                            ICT Strategy 2011 – 2014


Communications

PCC Communication team is developing a communication strategy. Key
areas include:

        The use of social media for both service provision and as a
       Communication tool.

        Examining different formats to provide information currently on the
       intranet e.g. social media style internals communication channel like
       Yammer
        Examine the use of mobile applications as a communication tool (ipod,
       Blackberry, Android apps etc)
        Improve marketing and engagement tools e.g. lime survey
        Ensure all desktop devices are within the ICT refresh process.

Procurement

The draft procurement strategy promotes:

• Promote commissioning and procurement as a driver for the transformation
of council services.
• Secure Member and officer (at all levels) commitment to best in class
commissioning and procurement.
• Promote the regeneration agenda by providing local SME’s and local Third
Sector organisations with opportunities to compete for Council business.
• Work with regional partners, to develop our strategic commissioning and
procurement approach across sectors and across service groups.
• Promote the Council as an enabler and a provider of services and
encourage challenge of existing methods of service delivery.
• Encourage long term service planning and proper strategic planning of
commissioning and procurement projects with particular emphasis on early
service user involvement.
• Positively contribute to delivering efficiency improvements through
procurement of excellent and cost effective services.
• Promote responsible procurement in terms of addressing social, economic
and environment issues, local sustainability and equality and diversity.

ICT procurement processes are an essential support to good ICT governance.

1.2     Current performance issues (PCC and PtHB)
1.3
Discussions with both Powys County Council Heads of Service and LHB
directors have generated the following key user performance issues which
have influenced this strategy:

       Multi site connectivity for PCC, PtHB and other LA’s
       Greater use of mobile and remote working with all partner
        organisations (public and private sector)


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                           ICT Strategy 2011 – 2014


      Greater Integration of information systems (within the council, across
       councils, with PtHB, and with other partners)
      Sharing of information securely (within the council, across councils,
       with PtHB, and with other partners)
      On-line learning environments and learning/parent portals to support
       schools
      Requirement for Video and audio conferencing – Point to Point and
       meeting room combinations
      Remote GP training – Web X
      GP Network Bandwidths
      Improvements in network performance to rural schools.
      more standardisation of ICT solutions and services
      ICT support ‘hours’ aligned to business operations
      Rollout of the paperless office
      a growing demand and expectation of customer ‘self service’
      maintain the strong emphasis on security (physical security, backup
       security, and systems free from intrusion by unauthorised access)
    Network availability (will improve with PSBA)
    Core application availability (will improve with Disaster Recovery for
   PCC critical systems known as ‘RED’ systems by utilising the National
   data Centre at Blaenavon)

1.4 Regulatory pressures (PCC and PtHB)
There are currently two significant external regulatory influences on the ICT
strategy:
     Wales Audit Office reports
      Government code of connection

Powys County Council - Wales audit office reports:

The WAO have conducted three assessments relating to ICT that have
recommended significant changes to the way ICT is managed and used.
The recommendations are listed below and the ICT strategy seeks to address
all of the shortcomings identified.

Strategic use of ICT

   ‘The Council is not currently well placed to use ICT effectively to enable its
   change agenda. The Council recognises the challenges it faces but
   unless it changes the way ICT solutions are developed and implemented,
   the Council it will not use technology effectively and efficiently to support
   its change agenda.’


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                           ICT Strategy 2011 – 2014


   Recommendations:

   •   R1. Formally document and publish a Powys County Council
       Transformational Technology Strategy and action plan to put in place
       an ICT Infrastructure that will support future business needs and
       improvement that can be delivered within the Council's financial
       constraints.
   •   COMPLETED 2009/10
   •   R2. Review and publish Council wide technology standards. Ensure
       that the need for, and benefits of technology standards is clearly and
       consistently communicated, understood and complied with across the
       Council.
   •   COMPLETED 2009/10
   •   R3. Implement a technology refresh programme that will ensure that
       the Council’s ICT infrastructure is kept current and supported.
   •   COMPLETED 2010/11
   •   R4 Develop the ICT Governance role and the ICT role of the Business,
       Performance Units (BPUs) to ensure that there is effective business
       support between corporate initiatives, services and central ICT through
       a liaison resource which provides consistent:-
          –   communication,
          –   awareness understanding,
          –   identifications of business benefits and risks,
          –   and compliance with ICT strategies, procedures, roles and
              responsibilities.
   •   COMPLETED 2009/10
   •   R5 - Ensure that robust project and programme management
       methodologies are consistently used and published which clearly
       identify internal ICT support requirements.
   •   COMPLETED 2009/10
   •   R6/7 - Review, redefine and publish central and BPU ICT roles and
       responsibilities. Establish clear ICT professional accountability and
       implement ICT resource arrangements that ensure appropriate skills
       and capacity is allocated.
   •   SCHEDULED 2011/12

PtHB – Wales audit office reports:

PtHB report is 169A2010 and summary recommendations

   1. Ensure that the IM&T strategy supports the NHS national IM&T
      strategy, corporate strategy, service plans and Business Continuity and
      Disaster Recovery requirements.


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                          ICT Strategy 2011 – 2014


           Action Plan – Produce joint ICT strategy by Q2 2011

   2. Implement formal arrangements for IM&T to engage with PtHB services
          Action Plan – Introduce ICT governance arrangements for
         PtHB by Dec 2011. Interim arrangements in place April 2011 via
         PtHB exec team.

   3. Develop the IM&T Governance role
         Action Plan – Introduce ICT governance arrangements for
        PtHB by Dec 2011. Interim arrangements in place April 2011 via
        PtHB exec team.

   4. Review & revise IM&T funding arrangements
         Action Plan – Review IM & T funding for 2011/12 in support of
        the joint ICT strategy date to be confirmed.

   5. Use formal project & programme management methods
          Action Plan – Introduce a programme and project
         methodology based on NWIS and PCC project office by Dec
         2011.

   6. Formalise resource management arrangements
          Action Plan – Joint Head of I M & T in place on a secondment
         basis. Review ICT skills and resources by March 2011 and
         implement plan 2011/12

Government code of connection

Every local authority in England and Wales must sign up by April 1st 2009 to
the Government Secure network (GCSx), enabling secure connectivity
between government departments, local authorities, the NHS, Police, Criminal
Justice and others. The Department of Work and Pensions is the lead body
for the development of this ‘GCSx’ network enabling local government to work
more easily with other government departments and agencies that are already
part of a “community of trust”, for example the Government Secure Intranet for
central government departments, the Criminal Justice Extranet for the police
and criminal justice and the network for the NHS.

These are very important benefits for the Council, but, importantly, we have
no choice. The rules for compliance are set by the Communications
Electronics Security Group, the Information Assurance arm of GCHQ, and
consist of 93 compliance rules.

Compliance was achieved on 30th September 2009 and Powys County
Council have remained compliant since. A further Code of Connection
has now been published and the Council has been re-assessed and has
is now compliant to code of connection level 4.1




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                           ICT Strategy 2011 – 2014


1.5 ICT Governance (PCC and PtHB)
The primary function for ICT governance is to make strategic decisions in line
with corporate aims and objectives about ICT development by:
    - defining it in the ICT strategy
    - managing project delivery,
    - supporting services in the management of change
    - managing benefits delivery
ICT Governance also ensures that ICT is managed by the business not the
ICT department by:
    - Being responsible for overall ICT budget setting & resource allocation.
       To agree and manage the split between resources for ‘business as
       usual’ and new developments.
    - Managing conflicting requirements for ICT funds to agree investment
       priorities and cost controls
    - Leading & gate-keeping ICT investments and developments based on
       valid business cases
    - Definition of and Conformance with ICT policies and standards
    - Legislative compliance
    - Information governance
    - Skills and professional development for all ICT staff and users
    - Procurement
    - Asset management
    - Audit and policing
    - Service level definition and management
    - Communication to the business of strategy, plans, progress and
       benefits

The 2009 ICT strategy provided for the introduction of ICT governance
arrangements for Powys County Council. An ICT strategic governance board
and ICT operational board were setup to support the corporate management
of ICT resources.

The role of ICT governance is crucial in any organisation and as such it
should be examined and consolidated to ensure, not only that the ICT strategy
is fit for purpose, but also that it is delivered and taken on by the business as
a matter of priority.

The ICT governance arrangements in Powys County Council are still evolving
and there is now a requirement to align those arrangements to the NWIS and
newly emerging PtHB ICT governance arrangements to develop and maintain
the strategy in line with business needs.

1.6 Information Governance, Security, Standards,
Business continuity and supplier management.
Powys County Council as part of its ICT Governance arrangements has
introduced ICT standards. A review of these standards and alignment with
Powys teaching health board (with a steer from NWIS) will allow for a


                                                                             26
                           ICT Strategy 2011 – 2014


common set of ICT standards focussed on Codes of Connection and
Information management.

Business Continuity, resilience and disaster recovery

We don’t currently have full resilience and business continuity plans, cover &
test schedules for our core ICT infrastructure. We will look to provide
improved resilience starting with the network with the migration of the PCC
Wide Area Network (WAN) to the Public Sector Broadband Aggregate
(PSBA) and key applications including the Social Services system.

Today the business is demanding greater system resilience and tolerance of
‘down time’ is becoming shorter. In order to plan for greater resilience in a
cost effective manner we will align the data centre project to improve our
business continuity taking advantage of the national data centre service.

Standards - Information Assurance
Information Assurance is the confidence that information systems will protect
the information they handle and will function as they need to, when they need
to, under the control of legitimate users.Our strategy in the next three years is
to introduce agreed systems and procedures to comply with the appropriate
NCO and Welsh Accord on Sharing Personal Information (WASPI)
requirements.

A review of current compliance has been undertaken and has identified a
number of gaps in the council’s information management requirements.
The following roadmap has been developed a project in 2011/12 will look to
address the risks through the implementation of an 88 point plan.




                                                                              27
ICT Strategy 2011 – 2014




                           28
                          ICT Strategy 2011 – 2014



Supplier management (PCC)
The 2009 ICT strategy had as an objective the review of the performance of
key suppliers. This project delivered a new review process as follows:

The Contract Renewal Process
       High Value contracts
       There are contracts that may require a closed or open re-tendering
       process. These contracts are subject to review and scrutiny at least
       12 months before contract end date.
       Low Value Contracts
       These are contracts where tendering may not be required. These may
       be subject to a costing exercise with alternative suppliers.
       There contracts are subject to review and scrutiny at least 3 months
       before contract end date.
       Possible review Outcomes
       Possible outcomes from a review a process:
       - Fully tender process
       - Mini Tender process i.e. via a framework (OGC or Buy 4 Wales)
       - Cancelled contract - no benefits, very low risk, under used contracts
       - Renewal with existing supplier.

We will continue to monitor ICT suppliers and report on the number of
contracts reviewed under the process and the benefit derived.

1.7 Summary
This revised ICT strategic programme provides for 5 key aims:

1. Provide a strong and robust ICT infrastructure.
2. Service and efficiency benefits from shared ICT Infrastructure & resources
3. ICT support for partnership working
4. ICT support for the PCC strategic change programme and service
strategies
5. Local delivery of the National public sector and NHS ICT programmes

Based on these aims, the improvements that the joint ICT strategy aims to
deliver can be summarised as follows:

      Trust: Building confidence within the Council and PtHB in the reliability
       of ICT infrastructure and support and reducing information security
       risks.


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                                                ICT Strategy 2011 – 2014


                  Speed: Using ICT to enable faster access to the right information to
                   reduce end to end service delivery time for customers, speed up
                   internal work processes for employees and reduce the time it takes to
                   access information for management decision making.
                  Waste elimination: Efficiency savings through removing waste.
                   Analysing the way that work is done and re-designing the process
                   based on delivering what the customer needs and eliminating work and
                   errors that adds. Improvement does not automatically require ICT, but
                   ICT is typically a vital enabler of an effective and efficient process.
         Business aims and needs will be influenced by and responded to through the
         ICT Governance process. They will then be interpreted into specific
         programmes and projects which can deliver ICT enabled benefit.
         The key areas for delivering benefit are ICT to enable improved personal
         productivity and ICT enabled business processes (systems & applications).
         To deliver this we need a strong foundation of ICT infrastructure, support,
         security, and business continuity and supplier management.
         This strategy includes improvements in all of these areas and is detailed in
         section 2 of this document and shown graphically by the following diagram.

                                         IS strategy programme

                                              Customer / Business needs
                     Transformation                                                         Operational needs
Primary & Community services strategic delivery programme +                  Service line reporting / performance management +
                       shire model                                                             balanced budget




                                                         Governance
    - ICT strategy development & alignment NWIS / LHB / PCC      – Shared ICT Roles & responsibilities     – New Governance process

                              Business benefits                                Business benefits

Personal productivity                           Shared applications                                 Local applications

 NADEX Email                                    Paperless Powys                         More
                                                                                                    Health and             PCC
 Multi-Site Working                             Appointments / Scheduling              shared     Social Care
                                                 Reporting
                                                                                        solutions
                                                                                                                           Schools
                                                                                                     NWIS app. portfolio  Housing
                                                                                                     DRIAG                Libraries
                                                                                                                           LLPG



                                                      Infrastructure & support
                                           Single service process, Data Centre,       PSBA




                                         Security, standards & business continuity




                                                       Supplier management




                                                                                                                         30
                          ICT Strategy 2011 – 2014


2. ICT to support business needs (Programmes and
projects)

2.1 2009 ICT strategy review (PCC)

In September 2009 Powys County Council ICT produced its ICT strategy with
the aim of creating a strong ICT foundation to support the current and future
needs of the Council. The Strategy was focussed on projects that supported
improvements in the following areas:

Personal productivity, Shared applications, Service specific applications,
infrastructure and support, Security, Governance, Skills and resources.

35 projects were identified and 32 have now been completed providing the
following capability:

      Blackberry for mobile email
      ICT asset management to manage ICT licence costs
      Home and flexible working capability
      Improved projection and audio conference in key meeting rooms
      Improved automation of HR processes
      School closure system
      Corporate chip and pin capability
      Eu directive compliance on licensing
      Mobile solution for pest control and dog wardens
      Paperless Powys for social care
      Schools ICT strategy
      Network performance improvements
      Replacement of web content management infrastructure
      Code of connection compliance 3.2
      Code of connection compliance 4.1
      Enterprise agreement for Microsoft products
      Supplier management process
      LHB shared opportunity review
      Brecon Beacons National Park shared opportunity review
      Police shared opportunity review
      ICT strategy
      Programme and project management introduction to ICT
      ICT standards
      ICT governance process
      Sustainable PC refresh
      Implement the WAO audit recommendations for ICT
      ICT training review
      ICT skills audit
      ICT service desk performance improvements
      Voice and telephony review and business case
      Web strategy development


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                            ICT Strategy 2011 – 2014


    ICT review for out of hours support.

The following projects are still in implementation

       Email
       Printer rationalisation
       Paperless Powys
       Shared appointment, scheduling capability
       LLPG improvements
       Information Governance improvements
       Business continuity improvements

The following sections provide what we now intend to do to support the
revised joint ICT strategy:

2.2 ICT Projects (PCC and PtHB)

Strong and robust infrastructure

To provide a strong and robust infrastructure we will undertake the following:

        We will migrate our email to the NHS email service taking advantage of
       a blackberry enterprise solution and national email archiving capability.
        We will upgrade the existing desktop operating system from Windows
       XP to Windows 7.
        We will upgrade the existing deployment of Microsoft office 2003 to the
       latest stable version.
        We will look to standardise our desktop and evaluate virtual desktop
       technologies.
        We will migrate the Powys Wide area Network to the PSBA
        We will rollout printer rationalisation
        We will rollout a Voice over IP (VOIP) solution to standardise and
       improve our telephony capability
        We will introduce Video conferencing and expand Audio conferencing
        We will rollout instant messaging

Sharing infrastructure

We will share infrastructure by:

        We will complete the development of the corporate appointment /
       booking/ scheduling system to maximise this investment across Leisure
       services, Housing services, registrars service, front office requirements
       and support the Local environment service changes.
        We will review reporting and explore the use of data warehousing for
       future reporting requirements
        We will improve our business continuity by taking advantage of the
       emerging national data centre services


                                                                             32
                          ICT Strategy 2011 – 2014


      We will develop joint ICT governance arrangements taking into account
     National ICT governance.
      We will develop joint Information Governance arrangements between
     PCC and PtHB.

Partnership Working

We will develop partnership working by:

      We will contribute to the feasibility study for joint working with
     Ceredigion County Council and review through ICT strategic
     Governance ICT requirements that emerge
      We will introduce multi –site working where we can share connectivity
     from other public sector sites and applications where there is a business
     need and security requirements can be satisfied.
      We will help define and introduce a national communication hub(s) for
     health and social care
      We will introduce a single local ICT function for PCC and PtHB in
     accordance with S33 of the NHS act 2006.
      We will maximise the ICT skills that exist in PCC, PtHB and nationally
     to maximise there effectiveness.
      We will replace the ICT helpdesk system ASSIST with Service Point to
     support the single local ICT resources.
      We will explore a shared service for the local land and property
     gazetteer (LLPG) and the Geographical Information system (GIS) with
     Ceredigion County Council.

Powys County Council change plan and service strategies
(PCC)
We will support the Powys change plan by:

      We will complete phase 1 of the rollout of Paperless Powys which
     when completed will provide a paperless capability in :
          o Revenues and Benefits
          o Planning and Building control
          o Pensions
          o Social care
          o Creditors
          o and associated administrative staff.
      Further phases will include the continued the rollout to:
          o HR
          o Public protection
          o Education
          o Leisure
          o Though future phases.
      We will seek to share this paperless capability with our partners as the
     opportunities arise.



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                       ICT Strategy 2011 – 2014


 We will redesign our employment processes and maximise the use and
capability of the TRENT HR system.
 We will support Health and Social Care with the implementation of
there improvement to include :
     o the replacement of the DRAIG system.
     o Out of Hours access to the Youth service system
     o New ways of working ICS
     o Telehealth
     o Improvements to the Domiciliary care service
     o Improvements to the Re-ablement Service
     o Shared Services initiatives

 We will support Education with:
    o Implementation of the ICT strategy for Schools to include :
        - Authentication framework encompassing registration with the
          UK Access Management Federation, establishing Powys
          Identity Provider (IdP), linking the IdP to individual school
          identity management systems

         -    replacement of (or major overhaul of) current Webmail system
             (e.g. switch to Google service for Schools)

         - switch to in house hosting with ‘Joomla’ Content Management
          System for School Web Sites

         - Extend use of Virtual Learning Environment (VLE)
          (e.g.Moodle) to Primary schools

         - Provide an effective repository for documents that supports
           school websites, the VLE and internal school administration
           systems

         - Collaboration and Social Networking to include Video, VoIP,
           desktop sharing, social networking and related systems

         - eSafety improvements

         - ePayments solutions

   We will engage with School modernisation to support the design of
    new schools or re-design of existing schools to meet the aspirations
    of the Schools ICT strategy.

   We will Support Education with engaging with shared opportunities as
    they arise.

 We will support Housing with:
    o The replacement of the Housing Management system
    o The re-engineered Housing repairs service




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                          ICT Strategy 2011 – 2014


      We will support Libraries with:
         o The replacement of the Library management system
      We will support the improvements required with:
         o LLPG to meet national standards
         o GIS to maximise the cost effective use of mapping.

NWIS Programme (PtHB)

We will support the implementation of the NWIS programme by:

      Introduce Welsh Clinical Communication gateway (WCCG)
      Introduce the Master Patient Index (MPI)
      Introduce the Welsh Clinical Portal (WCP)
      Introduce the Individual Health Record (IHR)
      Introduce My health On-line (MHOL)
      Introduce the case note tracking capability of the Myrddin system
      Introduce the Maternity module of the Myrddin system
      Introduce the Mental health module of the Myrddin system
      Introduce the Theatre module of the Myrddin system

2.3 Appendix C – ICT Project list

3. ICT Support for business as usual (Operational
requirements)

3.1 Introduction – general introduction to service management
An IT service is usually associated with a business process or system, e.g. e-
mail service, etc. Such a service consists of several supporting services to
provide total end to end user support, e.g. client hardware and software (PC
or Windows terminal); Local Area Network (LAN); Wide Area Network (WAN);
server hardware; application software; server operating system; Database
Management System (DBMS). Most of this is invisible to the user, regarded
as Technical Services which may be common to several user services.
Because some elements of the service are managed by different
organisations, (NWIS, PSBA, PCC PtHB) all the organisations involved need
to operate integrated processes and procedures to provide a consistent,
quality user service. Information technology infrastructure library (ITIL)
provides the standard framework to develop those processes and procedures
across ICT in PCC and PtHB.

3.2 Service Management Vision – for PCC and PtHB

PCC and PtHB require the seamless provision of IT Services to users across
organisational boundaries with National and Local providers co-ordinating
their contributions to the service through the use of common processes,
procedures and tools.




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                          ICT Strategy 2011 – 2014


This will require the proactive management of operational services to meet
customer requirements; continuously reviewed to identify areas for
improvement; the inclusion of Service Management customer requirements in
IT projects from conception which are designed, built and tested prior to
implementation.

NWIS is working closely with the National Architecture and Design Board
(NADB) to achieve this vision and its adoption by PCC and PtHB will enable a
joined up approach to service management for all three organisations.

3.3 Service management processes

3.3.1 Service Desk Function
The Service Desk function is a key component of this strategy, providing a
single Point of Contact (SPoC) for end users and directly supporting many of
the processes.
Current Situation

PCC operate incident management service desk function using an application
called ‘ASSIST’.

PtHB have recently deployed service point to support the service desk
process. PCC require service point to enable it to engage in 2 nd and 3rd line
support for email once it has migrated to NHS email. In addition in order to
allow a single service process across both organisations PCC have decided to
migrate its service desk to Service Point.

Next Steps
      PCC to implement National Service Desk for local service requirements
       and national 2nd line and 3rd line support.
      Review the role of the PtHB service desk and combine / replace with
       the revised PCC service desk.
      Develop an awareness programme for the Service Desk structure for
       end users, Service Boards, Local Service Desk staff and end users to
       promote integrated service provision.
Incident Management Principles

      PCC and PtHB will use the same incident management process for
       local incidents
      PCC and PtHB will refer National IT Service incidents to the
       appropriate National Service Provider via the National Service Desk.
      The Local Service Desk will own the incident on behalf of the end user
       monitoring and reporting progress until closure



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                          ICT Strategy 2011 – 2014


      Incidents will remain open until closed by the Local Service Desk with
       the agreement of the incident reporter
      The National Service Desk may refer incidents to an external provider
       under contract but will retain management of the incident to closure
Next Steps
      Develop incident management procedures for each Local and National
       service using local service desks as the Single Point of Contact for
       users
      Implement combined incident management in PCC and PtHB.
      Training and awareness of all service desk staff in incident
       management processes and procedures.

3.3.2 Problem Management
ITIL Definition:
‘Problem management identifies the root cause of defects, actual and
potential.’
Although incident management will ensure that a service is returned to
operation as soon as possible this may be achieved by a work around or
temporary fix, e.g. a restart. Problem management involves the investigation
of the original cause of the incident and the development of a permanent
solution to prevent the incident re-occurring.
Current Situation

In general problem management is considered part of incident management.
Current staffing levels do not provide for the analysis of trends or the
investigation of incidents which have been resolved but the cause was
unknown.
Next Steps

      Develop problem management procedures for each Local and National
       service.
      Assign problem managers to each service
      Provide training & awareness
3.3.3 Change Management
ITIL Definition:
‘Change management controls and manages requests to effect changes to
the IT infrastructure or any aspect of IT services to promote business benefit
while minimising the risk of disruption to services. Change management also
controls and manages the implementation of those changes that are
subsequently approved.’




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                          ICT Strategy 2011 – 2014


Current Situation

PCC has been running change management for local changes affecting the
Council’s Corporate ICT infrastructure for the last two years. Changes
requested to an operational service or a project may also affect the technical
design. These three elements are interdependent, e.g. a change in a project
delivery date may affect service management activities and/or the original
design; changes required in an operational service may affect the rollout plans
of a project and/or the original design.
Unless the various changes are co-ordinated there is a risk that unexpected
delays may be introduced into projects; the availability of operational systems
may be affected or the overall design architecture may be compromised.
NWIS is reviewing change management co-ordination across services,
projects and design.
Next Steps
      Develop integrated change management across PCC and PtHB
       functions
      Implement service change management for all Local and National
       services
      Provide development staff access to the National Service Desk for
       change management
      Form Local PCC and PtHB Change Advisory Boards
      Implement service change management in PCC and PtHB
      Training & awareness in change management.
3.3.4 Service Level Management

ITIL Definition:
Service level management manages the IT services on behalf of the business
customers. It has the authority to make decisions about the delivery of the
entire catalogue of IT services.
Current Situation

PCC currently measure a number of key service measures and report these
though its ICT governance arrangements. There is little or no service level
management.
NWIS National services have a variety of Service Level Management
arrangements the majority being directly between National Service Providers
and health boards, e.g. Myrddin
Next Steps
      Implement Service Board for Local Service
      Develop standard Service Level Agreements (SLA) across all services
       (Local and National)
      Review third party contracts to suit SLAs



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                          ICT Strategy 2011 – 2014


      Training and awareness in Service Level Management
3.3.5 Configuration Management
ITIL Definition:
‘Configuration management, plans, controls and verifies the components of a
service, recording and reporting their status.’
Current Situation

Both local and national services comprise of components that make up the
service, e.g. client, server, software, database, operating system, network,
etc. Configuration Items (CIs) are assemblies of components that support the
service. The CIs form an important link with all of the ITIL processes for
tracking incidents, changes, releases, costs, impact analysis, disposal, etc.
Currently component inventories are maintained by multiple service providers
in multiple systems.
Nationally the definition and structure of CIs is under development by NWIS
and will be stored within the National Service Desk System. A pilot
Configuration Management Database (CMDB) is being developed within
Service Point.
Next Steps
      Create a common service catalogue for PCC/PtHB
      Agree and record Configuration Items for each service in the
       Configuration Management Database.
3.3.6 Release Management
ITIL Definition:
‘Release management encompasses the planning, design, build, configuration
and testing of hardware and software releases to create a defined set of
release components; including the release to many users and locations’
A release may consist of many CIs, containing interdependent components,
e.g. hardware, software, database management system, operating system,
interfaces, etc. A release is a combination of tested compatible versions of
the various components, i.e. a software version should not be deployed to
customers unless all the CIs are compatible.
Current Situation
      Locally there is little or no formal release management methodology.
       Nationally Implementation Boards are responsible for the initial release
       of a new service
Next Steps
      Agree Implementation Board/Service Board relationships for all
       services, i.e. lead status
      Develop and implement release policy, process and procedure




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                           ICT Strategy 2011 – 2014




3.3.7 IT Service Continuity Management
ITIL Definition:
‘IT Service Continuity management assesses and manages risk to IT services
by examining threats and vulnerabilities and deploying appropriate
countermeasures, creating an IT service continuity plan and managing
disaster situations that occur.’
Current Situation

Locally PCC has developed a Disaster Recovery (DR) plan and has a project
to improve its DR capability by utilising the national data centres.
National Services consist of multiple architectures and hosting arrangement,
i.e. some are centrally hosted; others hosted in PtHB machine rooms and
some services are distributed between the two.
In general PtHB data centres are not Tier 3 compliant and would need
considerable investment to achieve the standard. PtHB has a project to
migrate its Data centre to the national data centre.

Next Steps
      Confirm a local DR plan for PCC and PtHB
      Develop business continuity and IT disaster recovery plans for each
       service appropriate to their Service Level Agreement
      Align third party contracts to support disaster recovery plans
3.3.8 Availability Management
ITIL Definition:
‘Availability management defines the customer’s requirements for IT service
availability, understanding the capabilities of the IT infrastructure to deliver
those levels of availability, and takes action to improve availability.’
Availability management also includes physical and logical access to services.
Current Situation

Today PCC and PtHB do not undertake availability management for local
services.
National services operate on a variety of technical architectures and hosting
models. There is no formal availability planning or reporting.
Next Steps
      Define service availability monitoring across for locally hosted services
      Review technical designs against availability requirements




                                                                              40
                          ICT Strategy 2011 – 2014




3.3.9 Capacity Management
ITIL Definition:
‘Capacity management defines the business’s requirement for IT capacity, in
both business and technical terms, and understanding and presenting the
consequences of delivering those volumes of activities through the IT
infrastructure at the right time and at optimal cost.’
Current Situation

There are no formal business plans associated with each service from which
capacity plans could be developed. The issues that face availability
management also affect capacity management.
Next Steps
      Define capacity and performance monitoring for Local services
      Develop business plans for each service
      Develop capacity plans for each service
3.3.10 Financial Management
ITIL Definition:
‘Financial management is the process for budgeting, accounting and charging
for IT services.’
Current Situation

This area is under review and addressed in the next section.

4. Resource
Powys County Council ICT resources consist of a central ICT unit, a business
support unit and various resources within service areas. This position has
evolved over the past in an un-planned approach resulting in disjointed ICT.
The introduction of more formal ICT governance arrangements has made
some progress in co-ordinating these resources however there is still limited
structure, job roles and clearly defined responsibility that would maximise the
effectiveness of the resources.

PtHB has over recent years suffered from under investment in ICT. Whilst all
other Welsh health boards are engaged in the national ICT programme PtHB
to date is not. In addition recent WAO audit reports have been critical of PtHB
ICT.

To address these issues and to maximise the effectiveness of a joint ICT
resource the aim is to create an ICT resource that can support both Powys



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                          ICT Strategy 2011 – 2014


County Council and Powys teaching health board. To do this efficiently we
need to pool the ICT resources maximising the skills we have.

There are many challenges to this but the aim is for the pooled resources to
operate on existing terms and conditions in the short term.

4.1 Skills
   The National Computing Council (NCC) has completed a skills audit
   looking at the skills and the deployment of staff in PCC and PtHB. In
   addition PCC / PtHB have engaged Ken Ryder to provide additional
   assistance in forming the findings.

The key findings of the review are:
   1. The current mixed deployment of ICT staff results in an inconsistent
      service;
   2. The ICT staff-user ratio based on all PCC and PtHB ICT staff is
       comparable to similar organisations although separately PCC staff to
       user ratio is high and the PtHB is low.
   3. There is duplication in Current ICT Service Provision;
   4. There is a wide distribution of skills between the ICT functions;
   5. In most skills areas, the number of staff with existing skills exceeds the
      skills required;
   6. There is some shortfall in Service Management qualifications;
   7. There are some shortfalls in Required Process Skills
   8. There are some shortfalls in Required Specialist Skills;
   9. There are minor differences in conditions of service between PCC and
      PtHB staff.
   The report has the following recommendations;

The following recommendations are made.
   1. All Powys staff, with a significant ICT responsibility, should be assigned
       to a central ICT function which should be based on a Client/Provider
       model for ICT Service Provision, where the functions of specifying
       strategy and user requirements (Client), are clearly separated from the
       functions of design, development and delivery of the specified service
       (Provider).
   2. New arrangements for Departmental liaison should be considered
   3. A detailed staffing structure to support a Client/Provider organisation
       should be created
   4. There should be a staged transition to a single ICT structure
   5. Powys should consider the further adoption of ITIL Best Practice;
   6. Review and enhance Service Level Agreements to provide a unified
       Service Level Agreement.




                                                                            42
                      ICT Strategy 2011 – 2014


7. Powys ICT should adopt a Managed Staff Development Programme
   which is determined by business priorities of the local authority and
   health board and the opportunity to enhance the professionalism of ICT
   staff.
8. An appropriate cost-effective mix of training methods should be
   employed including coaching and mentoring, self-study and off-site and
   on-site courses.

To meet these recommendations the following action plan is proposed:

1. Draft a single ICT structure for both PCC and PtHB
2. Define job descriptions and identify job roles in accordance with the
NHS Knowledge and Skills Framework adapted for Local government.
3. Transfer / appoint staff to the new structure / job roles
4. Create a staff development programme to address skill gaps in the new
combined structure.




                                                                       43
                         ICT Strategy 2011 – 2014


4.2 Funding
  In 2009 PCC provided funding (£3.8M Capital and £694k Revenue) in
  order to improve ICT in the Council in accordance with the ICT strategy
  2009.

  As at 31st March 2011 strategy PCC had spent £1.28M capital and is
  committed to spend £2.59M in pipeline projects. A similar picture applies to
  strategy revenue with £396k spent and £528k committed to spend in
  pipeline projects.

  The expenditure estimates were made in 2009 when the original strategy
  was approved. The under spends have resulted from:

  1. Completing projects at less cost than budget
  2. Scheduling of Projects has meant some under spend will be committed
  at a later date.

  PCC ICT has delivered its corporate savings targets for 2009, 2010 and
  have the savings planned for 2011.Where savings have been made over
  and above these we have re-invested the surplus into new ICT initiatives
  sanctioned by ICT strategic governance.

  Since the approval of the original strategy the ICT environment has
  changed with the emergence of the National ICT strategy and the closer
  work with the PtHB and other local authorities.

  This has provided an opportunity to revise the ICT strategy to take
  advantage of National opportunities in support of both PCC and PtHB.

  The NHS recommends that the proportion of the NHS budget spent on
  local IT is 2% of total capital and revenue. The PtHB spends only 0.54%,
  one of the lowest in Wales, representing a significant shortfall.

  For PCC the percentage is higher than the PtHB but even at its current
  1.55% level it is less than the minimum NHS recommendation. However
  the budgets for other elements of ICT outside of Corporate ICT will
  increase this figure. The combined PtHB and PCC spend is 1.23%.

  To enable a joint approach to both national and joint local solutions a
  means of joint funding is required. Section 33 of the NHS (Wales) Act 2006
  provides the legal framework for partnership working and joint budgets.
  (2011/12 Project)

  A section 33 agreement provides for a ‘host’ organisation where the
  service of the partnering organisation is delegated to the host. The Hosts
  procurement, financial and HR rules (subject to national agreements)
  apply to the partnership. This is seen as a way to achieve a single ICT
  service for both PCC and PtHB with appropriately pooled resources and
  access to the National agenda.


                                                                            44
                           ICT Strategy 2011 – 2014



   For national solutions where both PCC and PtHB benefit, a charging
   model will be required from NWIS. To date NWIS do not charge Health
   Boards for ‘NHS’ national applications. With PCC implementing NHS email
   a charging mechanism that represents the ‘once for Wales’ approach is
   required from NWIS. These arrangements must dovetail into any s33
   arrangement that PCC and PtHB put in place for ICT

   PtHB must implement the NWIS national application programme. To do
   this PtHB will require Project and implementation resources.

   PtHB recognises that it needs to invest more in ICT. The current PtHB ICT
   cost centres have been well managed over the previous number of years
   containing costs within allocated funding although no savings target has
   been applied for 3 years. There is current under commitment against the
   entire IM&T budget and in view of making the partnership with the council
   work the PtHB has agreed to reinvest current surpluses on the information
   management budget into ICT services. Combined with an additional
   capital investment of £50K which matches funds £50k investment from
   NWIS, the PtHB will use these funds to:

  1.
        add an experienced programme manager to support NWIS programme
       and shared ICT strategy rollout
        add ‘backfill’ resource in support of NWIS programme and shared ICT
       strategy rollout
        add additional resource to advise on information governance and ICT
       security improvements. These may be done as ‘shared’ roles with PCC


2. If a S33 / pooled budget arrangement is agreed between PtHB and PCC
then a 3 year savings target will be considered to realise the benefit of using a
shared pool of staff.

3. Provide additional hardware and software funding in areas such as:
       - Data storage
       - Disaster Recovery infrastructure
       - Wireless access and ‘multi agency’ access
       - Improved core network links / speed
       - Migration to additional PSBA service such as telephony
       - Additional desktop / laptop provision and refresh
       - e-mail resilience and archiving
       - Network monitoring and security tools
       - Training for staff in support of the above

These additional funds will not eliminate all of the people / hardware / software
gaps that exist – but it will provide a good step in the right direction and should
provide a reasonable start point for some sort of pooled budget arrangement.




                                                                               45
                         ICT Strategy 2011 – 2014


5. Risk
    We attempt to achieve the aims of        Unless appropriate funding and
    the ICT strategy without the             resources are available the
    necessary resources, either              strategy cannot be delivered.
    funding or people.
    Failure to maintain compliance           Inability to deliver critical services
    with Government Connect security         to customers including vulnerable
    requirements.                            people.
    Failure to plan replacement              Without an on-going replacement
    budget for this investment.              budget, the Council and local
                                             health board will find itself back in
                                             the same position of under-
                                             investment.
    Failure to implement new ICT             The Council and local health
    security policies                        board would remain at risk of
                                             embarrassing loss of data, and
                                             inappropriate access.
    Failure to deliver network capacity      The main risk is to the more rural
    and performance                          secondary schools, where
                                             education opportunities will be
                                             missed, and schools
                                             modernisation programme will be
                                             impeded.
                                             A risk that Social Care
                                             programmes and statutory
                                             requirements cannot be met
    Deliver technology without
    business change
    Failure to effectively engage the        Failure to deliver the business
    business in the ICT strategy             strategy. Adverse impact on
                                             delivery of day to day operational
                                             services, and planned
                                             developments / efficiency
                                             programmes
    Failure to effectively utilise all ICT
    resources
    Failure to implement effective ICT       Lack of corporate approach to ICT
    governance                               and potential failure to realise full
                                             potential of investments. Lack of
                                             Business engagement in the ICT
                                             strategy and programme.




                                                                                46

				
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