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Draft Corporate ICT Strategy by benbenzhou


									                           Borough Of Poole

                         Corporate ICT Strategy

                              2006 - 2009

Project No:
Version:      0.4 Draft
Date Of       11/07/2006
Author:       K. Lacey
Borough of Poole                              Corporate ICT Strategy 2006-2009


Name                    Job Title / Role                     Action Required
ICT Steering Group
Andrew Flockhart        Policy Director                      Review & Sign Off (QA)
John Dermody            SU Head, Adult Social Services       Review & Sign Off
Jane Portman            SU Head, School Advice & Support     Review & Sign Off
Alan Muzzall            SU Head, Building Consultancy        Review & Sign Off
Cllr Don Collier        Elected member                       Review & Sign Off
Cllr John Rampton       Elected member                       Review & Sign Off
Cllr Graham Wilson      Elected member                       Review & Sign Off
Management Team
John McBride       Chief Executive                           Review & Sign Off
Andrew FlockHart   Policy Director                           Review & Sign Off
John Nash          Policy Director                           Review & Sign Off
Jan Thurgood       Policy Director                           Review & Sign Off
Peter Pawlowski    Policy Director                           Review & Sign Off
Brian Leverett     Leader                                    Review & Sign Off
Ann Stribley       Deputy Leader                             Review & Sign Off
Neil Sorton        Resources Portfolio Holder                Review & Sign Off
Tony Woodcock                                                Review & Sign Off
Elaine Atkinson
ICT & Business Support
Mike Hiscock       Infrastructure Manager                    Review & Acceptance
Andrew Milner      ICT Programme Manager                     Review & Acceptance (QA)
Simon Rees         Customer Services Manager                 Review & Acceptance
Alan Hiscock       Network Support Team Leader               Review & Acceptance
Richard Standfield Server Support Team Leader                Review & Acceptance
Marc Biondic       ICT Security Officer                      Review & Acceptance
Luke Ryan          Application Support & Development         Review & Acceptance
                   Team Leader
Philip Ayrton      Installations & Control Team Leader       Review & Acceptance
Jenny Neale        Account Management Team Leader            Review & Acceptance
Norman Neate       Response Team Leader                      Review & Acceptance
Anita Curtis       ICT Help Desk Team Leader                 Review & Acceptance
Jon Burrows        Project Management Team Leader            Review & Acceptance


Version      Date            Amended By            Details of Change
0.1 Draft    16/03/06                              Working draft
0.2 Draft    11/05/06        K. Lacey              Additions for appendix A and
                                                   completion of section 8
0.3          25/05/06        K. Lacey              Text change to forward
0.4          11/07/06        K. Lacey              Update of recommendations
                                                   following input from ROG

                                    Page 2 of 44
Borough of Poole                         Corporate ICT Strategy 2006-2009


1.    Outline ………………………………………………………… 5

2.    Management Summary ………………………………….….. 5

3.    Key Changes …………………………………………………. 7

4.    Strategic Development Process ……………………………. 8

      4.1   Aims and Objectives …………………………….…....                  8
      4.2   Policy Framework and Development Plans …….....         8
      4.3   Management Reporting ………………………….…..                    9
      4.4   Setting Priorities …………………..……………….….                  9
      4.5   Project Management / Development Process .…...         10
      4.6   Changes to the ICT Development Plan …………….             11
      4.6   Measuring the Effectiveness of ICT Investments .....   12

5.    Vision …………………………………………………………... 12

6.    Relationship with other Strategies and plans ……………… 13

7.    Current Status ……………………………………..…….…….. 14

8.    Development Plans ……………….………………………….. 16

      8.1   Business Systems ………………….…….…….…….. 16
      8.2   Technical Infrastructure …………..…..………….….. 19
      8.3   Internal Management Processes ..…………….……. 25

9.    Financial Management .………………………………….…... 29

10.   Recommendations ………………………………..……….….. 31

A/    ICT Project Management Process - Policy
B/    ICT Project Management Process – Detail & Quick Reference
C/    ICT Technical Architecture Overview
D/    Business Systems Plan - ICT Development Plan Overview – on
E/    Technical Infrastructure Plan - ICT Investment Plan – on request
F/    Internal Management Processes Plan – ICT Change plan – on request
G/    Desktop Replacement Policy – in draft being developed

                               Page 3 of 44
Borough of Poole                             Corporate ICT Strategy 2006-2009


The Borough of Poole has embraced the changes and challenges that e-
government presented and we are benefiting from some real success stories
particularly in regard to our on-line services and Contact Centre.

We need to continue to transform the delivery of our services and this requires
not only courage and innovation, but a well managed and co-coordinated
approach if are to use technology to our advantage and not become
overwhelmed by the many possibilities.

"Within the public services we have to use technology to join up and share
services rather than duplicate them. It is a simple fact that we are stronger
and more effective when we work together than apart. It is also self evident
that we will only be able to deliver the full benefits to customers that these
new systems offer through using technology to integrate the process of
government at the centre."
                        Quote from Transformational Government enabled by Technology

If we are to benefit from our investments in communications and information
technology we first need to ensure that our own internal use and approach to
technology is based upon a clearly communicated and understood strategic
direction and a set of underlying policies.

This ICT strategy is the first for the Council which focuses on improved
service outcomes and not the underlying technology. I am delighted with the
progress that has been made in the last eighteen months in formalising the
ICT Development and Investment plans.

This strategy with the introduction of a policy framework determining the
prioritisation and execution of development projects will put us in a strong
position to deal effectively with the ICT enabled change required to help us
with the efficiency and transformation agenda.

John McBride

                                  Page 4 of 44
Borough of Poole                            Corporate ICT Strategy 2006-2009

1.       Outline
It is widely acknowledged and understood throughout the Authority that the
adoption of efficient and reliable ICT systems is important to the effective
operation and continued development of Council services. This is particularly
true at this time of considerable change as we aim to achieve our mission of
‘striving for excellence’ and to deliver the Corporate priorities shown below;

          Supporting young people – giving them the best start in life
          Vibrant economy – balanced, strong and sustainable
          Clean, green and safe – making a difference to our environment
          Strong sense of community – encouraging togetherness and shared
          Health and well being – helping people to keep fit and active

Additionally as we begin to explore shared services and transformation as part
of our efficiency agenda, a strategic approach in the adoption, procurement
and use of ICT systems is imperative.

From the use of office productivity tools such as word processing,
spreadsheets, e-mail and presentation tools to utilisation of Corporate and
Service specific applications such as Document Management, GIS, Academy
and service data within decision support systems, each will benefit from a
strategic approach to systems development.

This strategy provides a mechanism for setting the medium and long term
direction for the adoption and use of ICT throughout the Authority. It also
determines how we should proceed to select and implement those solutions
on the current and future agenda.

The scope of the strategy encompasses internal management processes,
business application systems and the underlying technical infrastructure. This
includes all Corporate and service specific business administration and
support systems as well as those that collect and present real time information
for delivery of Council services.

2.       Management Summary
This document sets out the future direction for ICT within the Council and has
been put together in full consultation with the ICT Steering Group.
Additionally representatives from all areas of the business were consulted via
series of interactive workshops held in November 2005.

Whilst significant progress has been made, particularly in the last eighteen
months, there remain some weaknesses in the underlying infrastructure that
need to be addressed alongside working practices around data management
and business continuity as we start to look to transformational and shared
service solutions.

Future planning for ICT must continue to be fully integrated into other planning
processes across the Council. There is a need for costed business cases,

                                 Page 5 of 44
Borough of Poole                              Corporate ICT Strategy 2006-2009

clearer definition of requirements, commitment to systems ownership,
improved customer buying skills, ICT awareness and allocation of resources
to ICT projects before they are committed. To this end, it is proposed to make
the ICT Steering Group a focal point where new system and change
proposals are reviewed and approved.

An initial step is to establish a policy framework to ensure that we approach
new systems developments in a standard and controlled manner, making use
of best practice methods and ways of working. Each project will be given a
priority which will be used to determine what projects we give our attention to
and a classification which determines how we approach the project and what
disciplines are required. This framework will also provide a mechanism by
which we will be able to measure the success of our projects, build on our
strengths and learn from our weaknesses.

Members of the ICT Steering Group are asked to review this document and
agree the recommendations contained within Section 10. Once approved by
Cabinet this strategy will be communicated to all service units and progress
against the plans reported each quarter to the ICT Steering Group.

It had been initially intended that this document should run to no more than
ten pages. Unfortunately, this has not been possible as it was felt necessary
to provide at least an outline description of some key projects and future
initiatives in the plan that you are being asked to agree. Therefore, members
of the ICT Steering Group and Cabinet are asked to focus on

      the strategic development process set out in Section 4
      the “vision” in Section 5
      the recommendations set out in Section 10

It should be noted that the initiatives in section 8 which form the action plan for
this strategy have already been agreed by the ICT Steering Group on 29 th
March and Cabinet on 25th April 2006 in the form of;

      the ICT Investment Plan at Appendix E – available on request
      the ICT Development Plan at Appendix D – available on request

It is recognised that this strategy is supported by a number of other
documents and the diagram below has been included to help provide some
shape and illustrate the relationships between the strategy and the supporting

                                  Page 6 of 44
Borough of Poole                                       Corporate ICT Strategy 2006-2009

                                    Investment Plan

                                                            Business Plan
                                                           People processes
                                                           System ownership

                                    ICT Strategy

                     Development                         Development
                      Framework                              plan

     Diagram to show the relationship of the ICT Strategy and its supporting documents

3.     Key changes
The Council has a vision of how it wants to change delivery of it services over
the next three years. This strategy is aimed at helping to deliver that vision,
by the end of this strategy they way we deliver services could be transformed.
In order to provide some business and service context an indication of how
this might look is set out below;

                Key Changes – An Illustration                                   Timescale
Use of new channels for citizens to subscribe to information                  1-4 years
news and events they are interested in via SMS or Digital TV.
Flexible working to improve recruitment & retention and                       1-3 years
reduce rush hour traffic across the conurbation.
Picture messaging to support reporting of fly tipping and                     1-2 years
Sharing systems and resources with districts and neighbours                   1-2 years
Improved data management and information sharing                              2-3 years
internally and with partner organisations.
Combined services delivered directly to the clients such as                   2-3 years
those in social care.
Reduction of our office buildings portfolio by using flexible                 2-4 years
working and expanded use of communal space.
Payment for low value items such as parking charges via                       2-3 years
mobile phone.
Assistive technology to support and prolong independent                       1-2 years
living. Such as use of SMS to landlines for reminders.

                                     Page 7 of 44
Borough of Poole                                       Corporate ICT Strategy 2006-2009

4.      Strategic Development Process
4.1     Aims and objectives

The overall aim of the strategy is to provide a common basis of understanding
from which we can all move forward together. To do this it is imperative to
know where we start as well as the overall vision and where we aim to be.
Significant milestones along our journey need to be clearly marked and the
method by which we measure and communicate our progress needs to be
integrated into our current management reporting processes.

To gain maximum benefit from our ICT investments and to eliminate any
unnecessary risk, waste or duplication of effort it is essential that the planning
for ICT based business solutions is fully integrated into corporate business
and service planning activities across the Council. It is also imperative that
ICT staff and service units work in full partnership with each other and that
ICT resources are directed at providing business led solutions.

Ownership of ICT plans and systems must belong within the business and not
the internal ICT function. In practical terms the ICT & Business Support unit
must act as an enabler1 and advisor on best practice and then play its part in
a customer / supplier relationship as they are commissioned by the customer
to undertake specific tasks.

4.2     Policy Framework and Development Plans

In terms of process, the first step will be to formally agree a policy framework
covering how we decide upon and procure new ICT systems and also how we
operate existing systems. This policy framework will then be complimented by
a number of fully resourced and prioritised development plans. There will be
three distinct plans covering internal management processes, business
systems and the technical infrastructure. Whilst each plan provides the focus
in a key area, and has a particular purpose, each plan is ultimately dependent
on successful execution of the others if it is to be achieved.

                                    Business Systems

Technical Infrastructure                                      Internal Management

 SocITM definition of and Enabling role; New channels, new services, business process redesign,
organisational change.
                                          Page 8 of 44
Borough of Poole                             Corporate ICT Strategy 2006-2009

The current plans have been put together in consultation with representatives
from all areas of the business. A brief highlight of projects is contained in
Section 8 of this document with detailed information of the ICT Development
Plan in Appendix D and the ICT Investment Plan in Appendix E. This set of
projects reflects those needs that have already been identified over the next
three years with most detail being contained within the plans for the first
eighteen months. It is envisaged that it will be possible to take a much more
detailed long term view than at present . Once the ICT planning has been
established as part of the monthly Account Management reviews and gained

4.3    Management Reporting

Once approved, the ICT strategy will be reviewed and updated annually as
part of the budget, business and development plan process. In addition, a
quarterly report will be presented to the ICT Steering Group setting out
progress against the plan. All documents will be published on the Loop.

4.4    Setting Priorities

With so many opportunities for ICT to enable and transform service delivery a
key issue is the process by which we determine where to target council funds,
ICT staff and other associated resources. To achieve this each project in the
plan will be given a priority as set out below. The priority will be self assessed
by the project sponsor / owner in consultation with the ICT Programme
Manager. Where agreement cannot be reached or additional external factors
need to be taken into consideration then this will be referred to the Head of
ICT & Business Support for resolution. The priority determines what projects
will be undertaken within the current available capacity and will be set on the
following basis.

         Priority        Description
         A               Business critical system in urgent need of
                         replacement or upgrade. (Compliance with legislative
                         change or critical deadline)
         B               Needed in order to achieve key objectives within
                         agreed business plans
         C1              Business critical system that would benefit from a
                         replacement or upgrade
         C2              Opportunity for cost reduction, service or system

         E               Nice to have

         M1              Essential Management Process
         M2              Discretionary Management Process

                                  Page 9 of 44
Borough of Poole                            Corporate ICT Strategy 2006-2009

4.5       Project Management / Development Process

One further classification will be given to define the scale and nature of a new
project which will in turn determine how we should approach it. The broad
classifications are:

  Identifier          Classification                Scope / Description

      Tier 1            Major New           Requires Corporate Sponsorship
                 Development, System or     OR multi-Service Unit
                 Service change affecting   sponsorship.
                 service users across the   Requires specialist 3rd party
                         Authority          knowledge
                                            Project Board driven
                                            High profile change over long

                                            Examples include the CRM, Document
                                            Management, New Telephone system,
                                            email upgrade, Citrix upgrade.

      Tier 2        Business critical       Requires senior Service Unit
                  application or service    sponsorship.
                 change affecting service   Requires project team drawn from
                  users within a defined    across Shared Services and from
                  area of the Authority.    the specialist Service Units using
                                            the application.
                                            Cost of introducing change will be
                                            in excess of £25,000.

                                            Examples include the LDF Publishing
                                            tool, Fleet Management software,
                                            adoption of mobile working applications,
                                            Integrated Property Management

      Tier 3        Business critical       Requires Service Unit budget
                  application or service    holder sponsorship.
                 change affecting service   Cost of introducing change will be
                  users within a defined    less than £25,000.
                  area of the Authority.    Short duration once initiated.
                                            Uses mainly existing in-house
                                            knowledge or upgrades to existing
                                            Small and well-defined user base.

                                            Business Planning tool development,
                                            service unit merger, service outsourcing,
                                            office move, desktop replacement,
                                            existing business application upgrade.

                                 Page 10 of 44
Borough of Poole                              Corporate ICT Strategy 2006-2009

The main purpose of using these classifications is to ensure a consistent and
standard approach to ICT system procurement, development and change that
is known and understood by all parties. Other aims and objectives include:

         To provide a framework whereby ICT investments are prioritised
          against Corporate and service objectives.

         To promote ownership of ICT systems investments with those who
          most benefit from them.

         To minimise the impact and/or risk of projects going beyond budget,
          resource or time constraints.

         To ensure that the reasons for, and scope of, a new system or change
          are clearly understood and that an appropriate level of planning and
          preparation is undertaken before any commitment is made to procure
          or develop a new system

         To ensure that the cost of ICT investments and the associated benefits
          are measured and key learning points carried forward into future

         To maximise the use of ICT staff and associated resources.

         To ensure that all ICT procurement and investments are in line with
          Council standing orders.

All potential projects will go through a sequential process to ensure control
and consistency of approach. The exact process will depend on which
classification has been given to the project with some components within each
of these steps being mandatory and others optional. For example, it may not
always be necessary to conduct a full post implementation review, establish a
project board or set up a specific training program on any particular project.

If this classification and process control mechanism is to be successful then it
must be understood by everyone why it is needed and what it means to their
particular project. With this in mind a ICT Project Management Policy
document has been prepared and is set out within Appendix A. In addition, a
step by step guide has been produced to compliment this along with a “quick
reference” summary which is shown in Appendix B.

4.6       Changes to the ICT Development Plan

In order to accommodate unforeseen circumstances, or to take advantage of
new opportunities it may be the case that changes will need to be made to the
development plan part way through the cycle. These changes will either be
reported retrospectively to the ICT Steering Group or put forward as proposals
depending on the scale and nature of the change. The change control
process is designed to ensure that any proposed changes to the plan are

                                   Page 11 of 44
Borough of Poole                               Corporate ICT Strategy 2006-2009

impact assessed against the overall Council objectives. It is envisaged that
this will be at three levels

       low impact change to be assessed by the Programme Manager
       medium impact change to assessed and approved by the Head of ICT
        & Business Support,
       high impact and high risk change to be agreed by the ICT Steering

4.7      Measuring the effectiveness of ICT investments

The underlying theme will be to ensure the maximum return on investment
through the adoption of policies and processes that aim to standardise and
simplify a systems design and to provide adequate education and training in
the use of that system.

Standardise                         Simplify                          Train

The ICT Project Management framework will make sure that we have set out
our requirements and defined the desired outcomes and deliverables ahead of
making an investment decision. In addition, as part of the original proposal
we will have already set out how we will judge and measure the success of
the project and how we expect it to progress. This whole approach will serve
to establish an open learning culture so that we can carry our experiences into
future projects, build on our strengths and be honest about our weaknesses.

From a financial perspective, all major system investments will require a cost
benefit analysis to be undertaken and an estimate of the total cost of
ownership over five years. Each project must either set out to provide a
service or system enhancement that the Council is willing to pay for or offer
quantifiable efficiencies. The Corporate Capital Investment Strategy supports
this and work will commence over the next year to harmonise the relevant
elements of these strategies.

5.       Vision
The vision and overall aims and objectives for the Corporate ICT strategy are
set out below.

     To enable the Council to achieve the Corporate objectives, enhance and
         transform service delivery for the citizens and visitors of Poole.

       To ensure ICT is fully integrated into business, strategic planning and
        financial planning processes.

       To place the emphasis on the use of information as a key strategic and
        operational resource rather than focussing solely on the underlying

                                  Page 12 of 44
Borough of Poole                              Corporate ICT Strategy 2006-2009

      To procure and build ICT solutions that enable transformation of
       service delivery and realise efficiencies by removing duplication,
       eliminate waste and use selective outsourcing.

      To place emphasis on the equity of access to ICT systems and
       consistency of service quality irrespective of location within the

      To reduce operating costs by creating a learning culture, ensuring all
       significant ICT investments are supported by a costed business case
       and then implemented using proven methodologies.

      To standardise and simplify the ICT systems architecture across the
       Council to facilitate systems integration and information sharing.

      To adopt best practice in ICT Service delivery such as ITIL and Prince2
       methodologies to ensure consistency of approach and efficiency.

      To build strategic and operational relationships with other public sector,
       private sector organisations, partners and suppliers.

      To continue to modernise the ICT Infrastructure in order to consciously
       avoid ‘just to late’ implementations and take timely advantage of new
       technology. With the view to offering choice and personalisation in
       service delivery to citizens while improving the tools available to front
       line staff.

6.      Relationship with other strategies and plans
This strategy is one of many in place across the Council. If we are to move
forward in achieving the objectives set out in section 5 it is important visualise
where this strategy fits within the Council. By highlighting the information
flows and drivers are we begin to confirm the supporting, enabling and
innovating role the strategy plays in delivery of services.

                                  Page 13 of 44
Borough of Poole                                                                                                               Corporate ICT Strategy 2006-2009

           National Objectives
                                                                                 Community Strategy

     Local Priorities
                                                                                 Corporate Strategy

                                                  XL Projects

                                                                                  XL Projects

                                                                                                                 XL Projects

                                                                                                                                                 XL Projects

                                                                                                                                                                                XL Projects
                                 Business Plans

                                                                Business Plans

                                                                                                Business Plans

                                                                                                                                Business Plans

                                                                                                                                                               Business Plans
                         Access Strategy                                             Accommodation                                                             MTFP

                                                                                            ICT Strategy


7.        Current Status
Until recently the majority of ICT investments have been made on a needs led
or opportunistic basis. The introduction of the ICT Development Plan in
2004/2005 signalled a turning point in the way in which the Council planned
for and implemented its ICT projects.

Two years ago the ICT technical infrastructure was out of date, used five
different operating systems was underdeveloped and overloaded. Significant
and timely investment along with support to focus resources on standardising
and improving the infrastructure ahead of specific service developments, other
than the Customer First XL project and those required to meet ODPM priority
outcomes, has dramatically improved the status of the technical infrastructure.

The development of a detailed technical architecture has begun and
population of the information for each of the essential building blocks is
currently underway. A brief description of the technical architecture for the
council is in Appendix C. For full details please see the Technical Architecture

With the exception of a few areas much of the ageing and unsupported ICT
infrastructure has been removed and replaced by modern and flexible
architecture. There is a single, Microsoft XP, desktop operating system,
databases are predominantly Microsoft SQL with some Oracle and Ingres.
Citrix is at the core of delivering the general office productivity tools, corporate
and service specific applications.

                                                                                 Page 14 of 44
Borough of Poole                           Corporate ICT Strategy 2006-2009

There is a robust and expanded connection to the internet and the email
messaging service is in the process of being upgraded to a new version. A
large Storage Area Network (SAN) and back up library now provide a flexible,
scaleable central data storage repository to meet the expected increase in

There are modern security tools providing anti-virus, anti-spam and intruder
protection with secure, remote access to all systems is now a standard
service offering. Old analogue telephony services are making way for voice
over IP and this facilitates convergence of the voice and data networks to
provide resilience and deliver efficiencies.

Whilst they are willing and able the ICT staff had not been exposed to industry
best practice in the support, development and implementation of ICT systems
and services. This has been addressed by setting up training plans as part of
the annual employee development interview and excellent improvements are
being made. A review of roles and responsibilities has been undertaken this
needs to be developed further along with the introduction of ITIL (IT
Infrastructure Library, an industry best practice standard) based processes
over the next year.

Many ICT Staff have now been trained in ITIL fundamentals and the project
management methodology has been reviewed and updated. ITIL based
Incident and change management processes have recently been
implemented with demonstrable success.

A summary report of our current ICT status is contained within the following
SWOT analysis.

                                Page 15 of 44
Borough of Poole                                    Corporate ICT Strategy 2006-2009

Strengths                                          Opportunities
 - Management Team Support                         - Improved remote and mobile working
 - Member based ICT Steering Group                 - Emerging technologies – Office 2007
 - Annual investment plan for infrastructure       - Professional groups / networking
   development                                     - Improve ICT Service offering to Schools
 - Track record of system and service              - Tailored user training
   improvement                                     - Implementation of ITIL processes
 - Focussed ICT Team                               - Corporate approach to Project Management
 - Standardised operating systems                    and ICT Investment
 - Stable & resilient core infrastructure          - Reduction of costs through shared services.
 - Structured desktop replacement programme        -
 - Programme Management
 - Many staff ITIL & Prince2 trained

Weaknesses                                         Threats
 - Limited Business Analysis and risk              - Diverse business activities and priorities
   management skills.                              - Lack of formal tested Business Continuity Plans
 - Low quality WAN connections to Schools,         - Physical server environment
   Libraries and some social services offices.     - Over expectation of ICT enabled change
 - Lack of detailed technical architecture.        - Lack of independent power supply
 - Limited communication of successes.             - Physical risks to main server room
 - Lack of strategic input from service units      - Over expectation as to the ease of hosting and
 - Lack of awareness ICT procurement best            and sharing of systems with other authorities
   practice in some units
 - Limited sharing of innovation and initiatives
   across the Council

8.      Development Plans
As previously described there are separate development plans for Business
Systems, Technical Infrastructure and Internal Management Processes. A
three year overview of these plans is contained within Appendix D along with
more detailed plans for the next eighteen months. Estimated project costs
associated with Infrastructure investment are set out in Section 9 of this

A selection of each of these projects is provided below. The project priority
that has been shown reflects the main justification for the project although
others will also often apply. Detailed information can be found in the
following supporting documents - ICT Development Plan , the ICT Investment
Plan and the Internal process improvement plan.

8.1     Business Systems - Corporate and Unit Specific

The Council’s business systems range from office productivity tools such as
word processing, spreadsheets, and presentation tools to utilisation of
Corporate and Service specific applications such as Document Management,
GIS, Academy and service data within decision support systems.

                                        Page 16 of 44
Borough of Poole                            Corporate ICT Strategy 2006-2009

A strategic view to deal with and exploit issues such as transformation, citizen
choice and mobile working over the coming years is key if we are to realise
the benefits of the investment.

Customer Relationship Management (CRM) Phase b &c integration
Project Priority:      A / Business critical system & XL Project

Owner:                     Andrew Flockhart / Head of Customer Services

Procurement and Implementation of the Lagan Frontline system completed in
April 2006 and went live with the integration of the phase A systems and

Phase B began in March 2006 with an expected live date of October 2006.
This will see the transfer the next set of services to the contact centre
requiring the integration of Academy Council Tax and Non Domestic Rates,
Electronic Document Management (EDM) , EDM and Anite @ work and
electronic forms to Lagan CRM. It will also require the sourcing, design and
implementation of data encryption and customer authentication tools.

Further investigation and development work around the self service portal and
middleware are also on the agenda with Phase C systems evaluation is due
towards the end of the year. Tentative discussions around shared contact
centre services with the Police, County, Districts and Partners will require
careful consideration by the CRM implementation steering group.

Electronic Document Management – Corporate Roll out
Project Priority:      B / Needed to achieve key objectives in business
                       plans & e-government priority outcomes

Owner:                     Andrew Flockhart / Keith Pegram

The Idox Electronic Document Management system is now live in Planning,
Building Consultancy, School Advice and Support and supports social
services in their Electronic Social Care Records project. The benefits are well
evidenced and the Web Access Module (WAM) has transformed the delivery
of Planning service offering citizens choice, self service and on-line access to
planning application information.

The project has been through a period of review against the business case
and has benefited from a recognition of the benefits of Corporate Ownership.
A cost / benefit model has been developed and will be used by potential
adopters of EDM to make a financially appraised assessment of benefit to
their service delivery. Those service units expected to go live with EDM in the
next twelve months are Adult Commissioning (from Pilot to live), Children &
Families, Property Services, Housing & Community Services, Pupil Parent
and Youth Services and Transportation.

                                 Page 17 of 44
Borough of Poole                             Corporate ICT Strategy 2006-2009
Project Priority:           A / Business critical system in urgent need of
                            upgrade or replacement.
Owner:                      Head of Customer Services

Hosted internally but largely designed by external support, this award winning
site is at a cross roads in its development. The new year should also see this
system benefit from clear governance offered by the Corporate Ownership
model. Major decisions and works such as replacement of Content
Management System, resolution of hosting requirements, delivering against
ODPM Priority Outcomes, retaining ‘T’ status and building in capacity to deal
with the channel shift strategy are vital to its continuing success.

Mobile’flexible’ working
Project Priority:        C2 / Opportunity for cost reduction and service
                         delivery improvements

Owner:                      No confirmed overall sponsor

The pilot of mobile working in Building Consultancy is due for conclusion in
April 2006, as is the pilot for remote working in the revenues section. Delivery
of the end of pilot report is expected in May 2006. Interest in ‘flexible working’
is acknowledged from a number of other service areas such as Environment &
Consumer protection, Social Services and Pupil Parent and Youth Services.
However, before a scatter gun implementation of isolated works progresses
over the coming year, the end of pilot report will make recommendation that a
co-ordinated approach to mobile working would better maximise investment
and service delivery.

Management Team should be provided with enough information to give
serious consideration as to the potential of this technology in line with any
organisational aspirations for major transformation. Some basic questions
around workforce planning the accommodation strategy and efficiencies
agenda could be some of the key drivers for change and adoption flexible
working strategy.

Hosted access to shared services
Project Priority:       B / Needed in order to achieve key objective in
                            Agreed business plan
Owner:                  Simon Hendey / Alan Muzzall / as required

The cabinet office transformational government papers set out a vision and
actions for the removal of technical and cultural barriers to increase joint
working and use of shared services.

While this strategy is aligned to the cabinet office vision of a standardised and
common infrastructure, practical application of shared services currently
reaches only as far as common system design and joint system procurement.
There is currently and opportunity to extend this to shared business system
solutions for the benefit of a number of south west authorities.

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Initial discussion has begun with neighbouring councils to provide secure
access to both the Housing and Building Consultancy systems hosted at the
Civic Centre. There is much work to be done to fully assess the risks and
benefits of such a service as well as any vendor licensing issues. However,
this initial move to shared systems will provide an excellent learning
opportunity as the Cabinet Office continues its research and development in
these areas.

RFID Feasibility Study for Management of Library stock
Project Priority:         B / Needed in order to achieve key objectives
                              within agreed business plans
Owner:                    Kevin McErlane

RFID (Radio Frequency Identification) is used in libraries primarily to
automate the book handling process including checkout, inventory
maintenance, and check-in. When this is combined with other tools and
technologies such as automatic or computer assisted sorting equipment, RFID
facilitates and speeds up book sorting. Automating these processes can allow
librarians to spend more time with customers increasing customer satisfaction.

By integrating or introducing other technologies to support these processes
such as SMS text messaging for reminders late returns can be reduced. This
can provide opportunities to improve stock management if the libraries suffer
less “out of stock” situations and obtain greater item availability, reducing lost
rentals and increasing choice.

A feasibility study into the benefits or RFID for improving stock management
and library services is planed for the coming year. Outputs from this report
can be used to inform the use of RFID in across other services areas in the
Authority such as Social Services for stock management and Environment &
Consumer protection in support of any moves towards compulsory recycling
by central government.

8.2      Technical Infrastructure

As set out in section 5 of this document it is a strategic aim to;

       To standardise and simplify the ICT systems architecture across the
        Council to facilitate systems integration and information sharing.

This aim fits well with the vision of the cabinet office to have a common
infrastructure across the public sector. A common infrastructure is a key
building block if they are to realise their aspirations of data sharing,
information & assurance as set out in the Transformation Government paper.

Given the size of our ICT infrastructure it to is important that we continue to
standardise and simplify the technology we use.

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The technical infrastructure is made up of a number of components which
support the delivery of all council services. It includes the servers and
operating software on which office productivity tools and application systems
run, as well as the voice and data network which spans libraries, schools,
offices and establishments across the borough.

The key aim of this part of the strategy is to maintain and develop an ICT
Infrastructure which supports the mission and priorities of the Council.

To meet the Council’s priorities a number of issues need to addressed and
these include;

      Appropriate and efficient access to systems from all static borough
      Designing an infrastructure that can support of social inclusion and
       access to services at point of delivery initiatives.
      Investigation into new technologies to support transformation of service
       delivery such as mixed use centres as well as additional service
       channels such as SMS and Digital TV.
      Review of Business continuity arrangements for core systems
      Development of a server replacement strategy.
      Developing procedures and policies to meet national standards such as
       BS7799, e-Gif and the statutory targets applied to information

It is important in achieving this aim that fundamentally the infrastructure
continues to be;

     Secure from the threat of virus, intruder, denial of service or other
      forms of attack,
     Meeting the councils e-service needs and can securely process and
      store customer details.
     Able to integrate systems and services to support delivery of one view
      of the council to its citizens, visitors and businesses.
     Improving to support new ways of working such as home working,
      remote working and flexible office working.
     Developing the voice and data communications network to meet the
      growing needs for improved call handling and data transfer such as
      online transactions.

Computer Rooms 10 and 100
Project Priority:     A / Business critical system in urgent need of
                          An upgrade and replacement
Owner:                Infrastructure Manager

The servers which run the majority of the Authorities computer systems and
networks are housed in converted office space in the Civic Centre. This main
server room currently holds over 130 servers. A separate room in the
basement is used to house the UPS required to provide enough time for ICT
staff to close down all systems and service cleanly in the event of a power
failure. There are a number of other smaller locations which house off site
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back up servers, network connections and local servers in buildings across
the borough.

A number of remedial actions have been carried out in the main server room
over the last six months including balancing the power supply, UPS battery
replacement and additional air conditioning units.

Further improvements such as the implementation and set up of environment
and active system monitoring tools are needed to reduce risk and improve
system availability. A physical risk assessment has been completed and the
actions in that report will be addressed over the coming year. Part of these
works should include the assessment of the suitability of the server room
environment given the continuing need for expansion and increasing reliance
on technology for delivery of Council services.

Improvements in the physical server environments need to be clearly linked
with other business continuity works noted later in this document.

Communications Network / Local and Wide Area Networks
Project Priority:    B / Needed to achieve key objectives in agreed
                     business plans
Owner:               Network Manager

At the core of the ICT infrastructure is the communications network. This
consists of both the voice and data networks. The data network is make up of
two elements, the internal networks within a building which is known as a
Local Area Network (LAN) and the connections between buildings known as
Wide Area Network (WAN).

Our recent introduction of voice over IP makes it possible for the transmission
of voice and data over a single line. As well as providing additional
functionality it offers potential cost efficiencies and resilience. The new
Customer Services contact centre is already using and taking advantage of
Voice over IP technology.

Future works for the local area networks will be the investigation of wireless
network hotspots to support improved use of office space and provide
flexibility for future flexible working schemes.

The wide area network provides connection to just over 90 council sites this
includes schools, libraries and social services establishments. There are no
major council buildings that do not have access to ICT systems. Recent
works have seen the removal of many ISDN lines in favour of lower cost
connections that also provide greater capacity.

Future works will include improvement of the branch library connections to
increase capacity, reliability. This will enable the libraries to take advantage of
thin client services and support any future plans for mixed service delivery
such as face to face facilitated access or children’s centres which may be
located within local libraries.

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There is currently work underway to develop a business case for the point to
point connection to the Council for other local authorities and partners. This
will enable those authorised to access to systems hosted by the Council. This
will continue to be reviewed and developed over the life of this strategy

Network technology is constantly developing and the key areas of
development that have the potential to innovate and transform service delivery

Wi-FI – relatively short range wireless access or hot spots within a building
that given the right technology will provide connection to the councils network
with no call charges.

GPRS – based on a mobile phone network, this can allow access to the
councils network from anywhere with network coverage. This does incur call
costs and is currently being piloted by building consultancy surveyors.

MAVPN – using the public telephony infrastructure this can allow access for
single users or sites a low cost always on connection to the Council network.

Skype – Internet based low or no cost telephone calls between computers,
which may hold benefits for home workers.

SQL Node
Project Priority:          A / Business critical system in urgent need of

Owner:                     Applications Team Leader

The current preferred common database platform is SQL (Structured Query
Language). The council is using over 70 different applications which provide
services such as LLPG, Centris and Parking permits. Many of these smaller
SQL applications are currently housed on one large scale server. While
providing ease of maintenance and support, growth of the number of systems
running on it now present a potentially significant single point of failure.

To support service delivery and growth in the coming years there is imperative
that we remove any single points of failure to ensure effective management of
the applications databases running in this environment. There is a need to
design procure and install a robust and scaleable solution for the authorities
Microsoft SQL server environment.

Hardware replacement
Project Priority:          C1 / Business critical systems that would benefit
                                from a replacement
Owner:                     Customer Services Manager & Infrastructure Manager

Desktop Hardware
A desktop replacement policy has been written and used to encourage the co-
ordinated and planned replacement of desktop hardware in use across the

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authority. The key points in policy are around the fact that a Personal
Computer (PC) has a designed life expectancy of between three and four
years, with a Thin Client Terminal (TCT) estimated at five to seven years. A
formal programme in 2004/2005 to replace all PC’s over three years old
preferably with TCT’s resulted in a £100,000 saving from bulk procurement
and has provided the authority with a single modern operating system. This
has resulted in a significant 20% reduction in the number of fault calls. Full
details of the policy are available on request. It is recommended that his
policy be formally endorsed as part of the approval process for this strategy.

Future of development of this policy should include research into an automatic
replacement programme managed by ICT on behalf of the Council using
centrally pooled funds.

A policy is required on the adoption and support for personal devices such as
PDA’s, smartphones and handhelds. This is expected to define suitable
models for use with the Council and link closely with the Corporate Mobile
phone contract. This policy will developed over the coming year.

Server Hardware
There is a need to formally document the server replacement policy over the
next six months. This policy will share many similarities with the approach to
desktop replacement with a recommendation to implement a three year
Microsoft server replacement strategy and five year replacement on Sun
servers, which run the Unix applications such as Academy.

There is a requirement to replace thirty servers during 2006/2007 which are
currently past their end of life. These are running on the thin client server
farm, Olasftp, firewalls, Loop, Flare and Axis.

Additionally research into the benefits of incorporating Blade technology and
virtualisation of the Server environment in an effort to reduce the future total
cost of ownership will be completed in the next twelve months.

Application Delivery Infrastructure Upgrade (Citrix)
Project Priority:         A / Business Critical System in urgent need of
Owner:                    Infrastructure Manager

The Citrix server farm has now been in operation for some four years and
delivers the core office productivity tools and business applications to over
1800 desktops.

There are more than forty servers which make up the server farm as whole.
Replacement and redistribution of these as they reach their end of life will be
managed as part of the hardware replacement policies set out earlier in this
The XPE version of the Citrix software currently running on the farm will
become unsupported in December 2006. An upgrade to the next version of
this software is required to ensure the continued support and stability of this
business critical service.

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We will use this opportunity review the design of the farm to improve
performance and flexibility. The next version of software offers additional
functionality such as support for mobile working, improve security, improved
printing and can provide multimedia capability which we will look to take
advantage of.

Firewall review & Health Check
Project Priority:        A/ Business critical system in urgent need of
Owner:                   ICT Security Officer

A firewall is a set of hardware and software that sit on the edge of the
communications network. Essentially performing the role of gate keeper it
allows only authorised access to and from our corporate network. There are
currently two firewalls in use providing secure access to relevant sections and
domains in operation.

A software upgrade of the Corporate firewalls is required to support increase
in use of Mobile Working and the use of point to point Virtual Private
Network(VPN) connectivity. Work will include a heath check of the rule base
and policies, to eliminate and mitigate risk of intrusion onto the Authorities

Project Priority:          B / Needed in order to achieve key objective in
                               Agreed business plan
Owner:                     ICT Security Officer

The Council has not yet as yet bought into services offered by Government
Connect due the delay in the launch of this national project . We offer our
citizens the opportunity to sign up and register for the ability to view their
Council Tax statements online. The authentication used to achieve this is
based on the model used by the Gov Connect service and is called e-Citizen:

As we seek to enable citizens and businesses to access more of our services
across the Internet focus is being put into how to adequately authenticate
those people, in order to ensure that personal or sensitive information remains

As we move forward a common agreed Authentication method is required and
research needs to be completed to identify the most suitable means for
facilitating this access. In addition research on how best to securely link
central and local government departments and other public sector bodies,
using the Internet, to facilitate secure transfer of data and emails.

Possible solutions include take up of the Government Connect program or
expanding use of existing solutions such e-Citizen.

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Business Continuity Planning
Project Priority:       A / Business critical system in urgent need of
Owner:                  Business Continuity Board

The essence of business continuity planning is to for the Authority to continue
to provide ordinary services in extra-ordinary circumstances. ICT while a key
player is only one element of a Corporate Business Continuity Plan.

At present the Council lacks a fully tested, coherent and joined up Business
Continuity Plan (BCP). Many actions have already been taken to mitigate this
attention is presently focused on the new Customer Services Unit. A contract
is being drawn up with a local provider to enable the relocation of critical
Customer Services Phase 1 ICT systems and staff to a self-sufficient location.
The next stage will be to apply this template and lessons learnt to other
Service Units with regard to the ICT part of their own continuity plans.

This will by definition lead to the creation of a robust and prioritised ICT BCP
incorporating the Councils key information systems. However, in order to be
fully effective, the ICT business continuity plans must be fully integrated into
Service Unit BCP’s.

There is currently a Disaster Recovery contract in place with an external
hardware provider who are contracted to supply exact replacements in the
event of an isolated hardware failures. This contract will continue to be
required and will compliment the arrangements for relocation to a local
recovery site should the need arise.

8.3    Internal Management Processes

The agenda and opportunities for technical change are both varied and
challenging. If we are to achieve the aims of this strategy set out in section
five and successfully meet those technical challenges then the issues of
leadership and governance also need to addressed. The plan for internal
management processes is focused towards assurance of an efficient and
consistent quality of ICT service delivery and experience. To achieve we
have a Corporate responsibility to actively participate in a number of the
actions highlighted below.

ICT Strategic Planning
Project Priority:    M1 – Mandatory Management Process
Owner:               ICT Steering Group / Head of ICT & Business Support /

As previously set out it is essential in the delivery of this and future ICT
Strategies that the planning for ICT must continue to be fully integrated into
other planning processes across the Council. There is a need for costed
business cases, clearer definition of requirements, commitment to systems
ownership, improved customer buying skills, ICT awareness and allocation of
resources to ICT projects before they are committed. Approval and adoption
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of the policy framework will ensure that we approach new systems
developments in a standard and controlled manner.

Implementation and management of this framework will be over seen by the
ICT programme manager. This strategic plan for ICT will be reviewed
annually as part of the budget and business planning process from which the
ICT development and Investment plan is then put forward for agreement by
the ICT Steering Group.

Business Analysis
Project Priority:      M2– Discretionary Management Process
Owner:                 ICT Steering Group / Head of ICT & Business Support /

Business process analysis and process mapping techniques have been used
in a number of services units across the Authority. Largely these activities
have been provided by external consultants and the knowledge and
intellectual capital resulting from each commissioned activity has been lost on
completion of the works. Use of external skills in this way will also mean the
use of a variety of different techniques, methodologies and software to create
the process maps.

Work has begun to formalise and improve support this valuable aspect of any
change to business processes whether resulting from ICT enabled change or
otherwise. There is a clear need to set out and agree a standard
methodology that with the correct governance etc can be used as best
practices by all units of the authority. Some of the benefits of this approach
would be;
    Process maps could be used to train new staff.
    Information can be used as an aid to business resumption.
    Removal of duplication and need for external support
    Central repository of process maps as corporate resource.

ICT Budgets
Project Priority:           M1 – Mandatory Management Process
Owner:                      Head of ICT & Business Support / ICT EUMT

The annual ICT revenue budget is put together using a zero based budgeting
method. Typically this is a growth budget as each year is takes on the
revenue commitments made from the Councils capital investment in ICT
products systems and services.

By using a zero base approach this ensures that all new and commitments
are included. It also provides the opportunity for efficiency gains through the
rationalisation of support and maintenance agreements and by adjusting
service levels. Specific areas for immediate attention in the coming year
include telecommunication costs, hardware and software maintenance
agreements and software licensing.

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ICT Staffing
Project Priority:           M1 – Mandatory Management Process
Owner:                      Head of ICT & Business Support

Work has been completed to refine roles and responsibilities with particular
attention on the spilt of tasks between 1st and 2nd line support. Approval has
been obtained for a restructure of the Account Management Team and effort
must now be focussed on implementing the actions set out in the business
case to assure service improvement in this area over the next year.

There are currently some skills and experience gaps that will be addressed
through the EDI process, skills transfer initiatives and by encouraging
networking and participation in professional groups outside of the council .

Recent and planned changes in the delivery of council services are likely to
require an investigation in to the possible extension of the current support
hours of 08:00 – 18:00 Monday to Friday that ICT & Business Support
currently. This will need to carefully reviewed and any changes costed and
well designed. Particularly as an aim of the unit is to retain staff by providing
a rewarding and enjoyable working environment which actively supports the
work life balance.

Policies and Procedures
Project Priority:       M1 - Mandatory Management Process
Owner:                  ICT Management Team

A range of policies and procedures have been developed over the last six
months covering Incident and Change Management along with updates to
various acceptable use policies and guidelines. These will be enhanced and
new policies will be developed including those covering:-

ICT Project Management as set out in appendix A
Software Development
Systems Testing
Security – BS7799
Selection, support & replacement of mobile and hand held devices.
Server and Desktop replacement.

IT Service Management
Project Priority:     M1 - Mandatory Management Process
Owner:                ICT Extended Management Team

There are currently a limited number of formal working procedures which
support IT Service Management. Improvements to current working practices
will be gradually introduced over the next twelve to eighteen months using the
industry standard IT Infrastructure Library (ITIL) best practice guidelines.

Specific areas for attention include:-

Configuration Management

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Problem Management
Capacity Planning
Availability Management

Improved corporate approached to project planning / management techniques
and the introduction of a ITIL best practice will help to ensure that ICT &
Business Support gains a reputation for consistently delivering what it
promises within realistic timescales.

Benchmarking the ICT service
Project Priority:      M2 – Discretionary Management Process
Owner:                 Head of ICT & Business Support

The comprehensive performance assessment (CPA) makes it essential to
know how well our ICT resources are being deployed and how efficiently they
are performing. On a bi-annual basis ICT & Business Support take part in a
benchmarking service run by SocITM (Society of Information Technology
Mangers for the public sector). This provides us with the opportunity to
compare our ICT Service delivery with our peers, understand the strengths of
the service and build relevant improvement plans.

This work is will commence in May 2006 with a final report due in November
2006. This benchmarking exercise will be completed every other year
alternating with customer satisfaction survey.

Customer Satisfaction
Project Priority:          M2 – Discretionary Management Process
Owner:                     Customer Services Manager

It is essential that we know what the users of the ICT service think about it.
We gather this information in a number of ways informally via ad-hoc call
backs from the Help Desk and regulary reviews by the Account Management
Team with their units.

Additionally a formal and independent review is a valuable tool for the shaping
of a consistently improving service particularly given the breadth of our ICT
service provision. SocITM provide and independent service to review
customer satisfaction which when last surveyed in May 2005 showed a 12%
improvement on the previous survey. This formal review will be completed
every other year alternating with the benchmarking exercise.

ICT Training
Project Priority:           M1 - Mandatory Management Process and
Owner:                     ICT Extended Management Team

Training in both the use and support of ICT is essential to smooth running and
efficient use of our ICT systems, yet is something can easily be overlooked as

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assumed as ‘second nature’ because of our daily use and exposure to

For ICT staff training plans will be developed as part of the corporate
employee development interview process. For those who use ICT a number
of corporate training courses have been developed with Personnel and
Training and for part of the ‘essential’ set of course on the training planning.
We will continue to work with Personnel and Training to keep the content
fresh and relevant.

For new ICT systems all tier one and two projects will require that a training
plan be developed as a specific milestone in the Project Initiation Document.

Ownership of Corporate Systems
Project Priority:       M2 – Discretionary Management Process
Owner:                 ICT Steering Group

On 1st November 2005 Management Team discussed the principles of and
agreed the need to develop a model for the ownership and management of
Corporate Systems such as Electronic Document Management (EDM),
Customer Relationship Management and GIS. The benefits of formal
corporate system ownership include;

          Management of expectations via clear roles & responsibilities
          Focus of effort on areas that the business agree are key
          Metrics available to identify areas of weakness for development
          Controlled approach to change and development = efficiencies.

A model has been developed using EDM as a case study and this helps bring
to life some of the practical aspects. Although it is accepted that the model is
generic enough to applied to other Corporate or Service Specific systems.

Over the next year there is opportunity to apply and test the model where
there is already a clear need for support such as;

          Electronic Document Management (EDM)
          Customer Relationship Management (CRM) and
      (BoP)

9.       Financial Management
The medium term financial plan for the council currently allocates a resource
of £500,000 per annum in order to deliver the works identified as a priority in
the ICT Investment Plan. A detailed twelve month budget for the ICT
Infrastructure projects is included in Appendix E. It is not practical to deliver
all the schemes set out in the plan due to limited resources and capacity.

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With this in mind attention during 2006/2007 will be focused on the A and B
priority works. The plan will be subject to variation, and as a consequence it
has been agreed that within the financial resources available that the Head of
ICT and Business Support (in consultation with the ICT Steering Group) be
given delegated authority to reprioritise schemes.

A summary of the total estimated annual capital expenditure is shown below.
The total funding required for Priorities A and B totals £695,000 which is
£95,000 above the resources available for 2006/2007. However these
estimates are considered prudent and each scheme will be researched and
will only be progressed once supported by a robust business case. In all
likelyhood this process will reduce the estimates, however should this not be
the case then schemes will be deferred into 2007/08 and act as first priority’s
against the £500,000 allocated for 2007/08 as part of the Medium Term
Financial Plan

Those schemes attributed a C and E priority provide an opportunity to
illustrate longer term planning and are likely to feature as a higher priority in
the 2007/2008 investment plan.

The required expenditure for 2007/2008 and 2008/2009 has been drafted
based on cost estimates for known future replacement, growth and upgrade

No allowance has been made for inflation and it has been assumed that there
is no significant change in the scale, scope or direction of the Council over the

ICT Investment plan

Year                        2006/7         2007/8         2008/9
£,000 Available              500             500            500
£,000 Required               695*           600**          550**

A firmer estimate of expenditure required or allocated will be determined on a
year by year basis as part of the business and development planning process.
It is not possible at this stage to show the ongoing revenue implications and
benefits from each investment.

Service Specific / Business Systems Development

It is not currently possible to collate a financial estimate all of the known
projects on the development plan “wish list” and indeed not all have funding
streams identified however, they have still been included. As previously
stated there is a need for a costed business cases, clearer definition of
requirements, commitment to systems ownership and allocation of resources
to ICT projects before they are fully committed

What the “wish list does show is that it is extremely unlikely that all of the
current projects on the plan can be accommodated. Therefore careful
consideration will need to be given as to which projects are progressed and in

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what overall timeframe. The development policy and process set out in
Section 4 makes a specification of requirements and Project Initiation
Document mandatory this will allow us to determining the costs and benefits
of each project before any commitment is made. This process must be
endorsed and fully supported across the council if we are proceed in a
controlled, effective and coordinated manner.

10.    Recommendations
It is recommended that

10.1   This ICT strategy be reviewed and approved;

10.2   The policies supporting this strategy be approved, specifically;

         Project Management Process, at Appendix A
         Desktop and Server Hardware replacement, at Appendix G

10.3   To help ensure a consistent approach and avoid duplication of effort or
       inefficient use of resources. ICT must be consulted at the 'start up'
       stage of all ICT goods, systems and services works. Standing orders
       already requires consultation with ICT prior to commitment with any
       potential suppliers.     This additional requirement will improve
       consistency and help a eliminate waste and duplication.

10.4   That all new system proposals with an estimated cost of ownership
       over five years of more than £50,000 be referred to Cabinet for
       approval as set out in the Corporate Capital Investment Strategy.

10.5   That ICT & Business Support prepare and communicate a range of
       polices / guidelines including those specific to:

         Office productivity software replacement
         Adoption and support of handheld and remote devices

10.6   The ICT Strategy is updated as part of each subsequent business
       planning process to ensure continued alignment with corporate
       priorities. With a full formal review to be undertaken during 2008.

10.7   ICT & Business Support work with Management Team to develop a
       practical and efficient approach to shared and mobile working for the

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Appendix A

ICT Project Management Process - Policy

The document sets out the Council’s policy with regard to its approach
towards the development and or procurement and introduction of new ICT
systems and enhancements to existing ICT investments. The scope of this
policy covers all hardware, software and service investments regardless of the
size, cost or impact of any particular project.

The aims and objectives of this policy are:-

         To ensure a consistent and standard approach to systems
          development that is known and understood by all parties
         To provide a framework whereby ICT investments are prioritised
          relative to Corporate and service objectives and needs
         To provide a framework to continually assess the validity of
          continuance with a project ensuring best use of resources.
         To promote ownership of ICT systems investments with those who
          most benefit from them
         To minimise the impact and/or risk of projects going beyond budget,
          resource or time constraints
         To ensure that the reasons for, and scope of, a new system or change
          are clearly understood and that an appropriate level of planning and
          preparation is undertaken before any commitment is made to procure
          or develop a new system
         To ensure that the cost of ICT investments and the associated benefits
          including any stated efficiencies are measured and key learning points
          carried forward into future projects
         To ensure the effective use of ICT staff and associated resources.
         To ensure that all procurement and investment is in line with Council
          standing orders.

To achieve these aims and objectives all projects will go through a sequential
process to ensure control and a consistent approach. The nature of the
process will depend on which classification has been given to the project with
some components within each of the steps being mandatory and others
optional as described in the ICT Project Management Process Detail and
Summary tables. The major steps in the process are defined as:-

  Start up          Initiation       Planning
(Formalising        ( Define the     (Detail the       Development    Implementation
  the idea,         What, Why,       execution         and Testing      and Review
 feasibility)      When, Who and       path)
                        How )

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Borough of Poole                             Corporate ICT Strategy 2006-2009

Project Start-up


During this time the change to be introduced will be assessed at a business
level. Ideas come from many sources and they require attention from those
who own the business processes affected to understand what life will be like
after the change has been introduced. A project mandate will be issued and
following further research by ICT and the client a decision will be required as
to whether this idea should be taken forward to a formal initiation stage.

Inputs / Outputs

Input:         Project Mandate. As a minimum this will be an email into ICT
               outlining the business idea. For larger projects a formal
               document spelling out the initial framework for the development
               of the idea will be expected.
Output:        Project Brief, defining Acceptance criteria and containing the
               client quality expectations, outlining the approach to be taken
               and the next steps.
               Risk Log, outlining initial risk assessment of the project.
               Authorisation to proceed or reason for halt.

Project Initiation


This is where the scope and objectives will be defined and agreed. This may
be as simple as confirming that an existing specification is suitable. In
significantly larger projects, it may consist of a full Business Analysis and
Business Process Review.

Who is involved at this stage is normally dependent on who will be affected by
the implementation. As a minimum, a single user will be involved, and
therefore oversight and approval will be allocated to the relevant Line
Manager. If a project will, or has the potential to, impact on multiple service
units and has a significant business impact, then ICT Steering Group
authorisation will be required along with sponsorship from a Service Unit
Head, Policy Director or nominated representative.

Inputs / Outputs

Input:         Appropriate authorisation to proceed. Project Brief
Output:        Project Initiation Document, detailing the Quality Plan,
               Communications Plan, Project Controls, Business Case, Project
               Plan and updating quality expectations, acceptance criteria and
               risk log.

Note: depending on the scale of the project (Tier 1, 2 or 3) will determine the
actions taken to derive this Project Initiation Document. For Tier 1 and 2 it will
be mandatory to hold a Project Definition Workshop, for Tier 3 work it may be
possible to produce from 1 to 1 research techniques.

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Borough of Poole                               Corporate ICT Strategy 2006-2009

The quality of the output at this point will have a major impact on the success
of the project. Unclear requirements and objectives will often result in an
elongated and ineffective project that will be more likely to fail against time,
cost, quality criteria identified. The project responsibilities stem from the
Project Sponsor setting out quality expectations and all stakeholders playing
an active role in inputting to and reviewing the components of the Project
Initiation Document.



Planning and re-visiting plans carries on throughout an initiated project, but it
is essential that before development work is commissioned a piece of detailed
project planning is carried out to validate assumptions made and to identify a
critical path of activity.

Regardless of size, each project will have staff allocated to it who will either be
performing activities or making decisions. Deciding who these people are,
and who has ultimate responsibility and authority, will be part of this phase. If
there are any issues that need to be addressed then these can be resolved
through consultation with line management.

It is imperative to the product that a Service Definition is produced during this
early project stage in order that later phases have all the key information
required to inform testing needs and understanding what will happen after the
project has closed down.

The Service Definition will inform the production of a training plan that will
cover the scope of the service components.

Inputs / Outputs

Input:         Initial project plan (From Project Initiation Document), Appropriate
               authorisation to proceed, agreed timescale for planning activity.
Output:        Work Breakdown structure, product descriptions, detailed team
               plans, Service Definition, Training plan. The Risk Log will also be
               updated during the Planning phase as more is known.

Development and Testing


This phase will deliver the technical products of the project. What these
products are will depend on the content of the project. It could be the
implementation of a 3rd party system into Borough of Poole architecture or the
procurement, installation and proving of hardware required. The above are
merely examples of possible project content; not an exhaustive list.

Inputs / Outputs

                                   Page 34 of 44
Borough of Poole                             Corporate ICT Strategy 2006-2009

Input:         Product specifications, project plan
Output:        Technical products, test plans, quality reviews.

Implementation and Review


The final phase will be to move the project to a “live” state, the exact
procedure for this will have been part of the planning phase, and revised in
the development. This will include a clear set of criteria by which it will be
judged whether the system can now be made fully operational.

The project team will be required to review the system and its implementation
after a sufficient and appropriate number of weeks. The resulting project
review will be reported to the project board/sponsor and will firstly measure to
what extent the objectives of the project have been met, agree any
outstanding action plans and recommend project closure and provide an
insight into how future projects can benefit from previous learning

Inputs / Outputs

Input:         Project Initiation Document for objectives, Lessons Learnt
               Log, Project Managers Log as input into lessons learnt through
               the project.
Output:        Authority to proceed to closedown; Lessons Learnt Report
               for central filing.

System Ownership

With particular attention to cross unit or Corporate systems it is expected that
as part of the agreements in moving the system in a “live” state the
responsibilities and support arrangements for the ongoing development of the
system into the future will be set out. Please see The Corporate Systems
ownership guidance document for further details.

Agreement of all stakeholders on the Service Definition is key to moving from
a project introducing change to systems owners accepting that the transition is

                                 Page 35 of 44
    Borough of Poole                                Corporate ICT Strategy 2006-2009

    Appendix B / ICT Project Management Process – Detail

                                                                                                    Tier 1          Tier 2             Tier 3
                                                                                               E.g. New CRM,   LDF Publishing,   Merger of 2 Service
 Poole Project Management Framework                                                            Telephony
                                                                                               upgrade, e-
                                                                                                                                 units, training
                                                                                               Document        Replacement of    package integration
                                                                                               Management      MVM 20:20
   Stage      Document       Description
                             Document to state the current situation and give an
               Project       understanding of where the business wants to be. This will
Start-up       Mandate
                                                                                                  Mandatory       Mandatory           Mandatory
                             define a number of possible resolutions, and give direction
                             to ICT as to the next steps required
                             ICT generated document, will contain outline view of
                             Outcome, objectives, scope, risks, business case, approach
             Project Brief   to be taken and next steps. Will require client input to and         Mandatory       Mandatory           Mandatory
                             agreement before proceeding. Forms basis of formal Project
                             Initiation Document.
                             Formal document to state the exact requirements of the
                             Business, during initiation these requirements will be
Initiation     Definition
                             prioritised into MUST have, SHOULD have, COULD have                  Mandatory       Mandatory           Mandatory
                             and WOULD LIKE to have. This will assist the project in
                             defining the scope.
              Business       A Business Process Review may have been the trigger for a
              Process        Project Mandate or it could be a next step in the start-up of a      Mandatory        Optional            Optional
               Review        project. It is an essential part of understanding the nature of
                             change and will assist production of any Service Definition
                             May be a next step in Start-up activity to arrive at the most
              Feasibility    cost effective method of delivering the client requirements.
                                                                                                  Mandatory        Optional            Optional
                Study        Minimum would be options considered during outline
                             business case analysis.

                                                                       Page 36 of 44
 Borough of Poole                                Corporate ICT Strategy 2006-2009

                                                                                                   Tier 1          Tier 2             Tier 3
                                                                                              E.g. New CRM,   LDF Publishing,   Merger of 2 Service
Poole Project Management Framework                                                            Telephony
                                                                                              upgrade, e-
                                                                                                                                units, training
                                                                                              Document        Replacement of    package integration
                                                                                              Management      MVM 20:20
Stage      Document      Description
                         A formal document between ICT and project stakeholders
                         detailing the objectives, scope, initial project plan,
                         communications plan, quality plan, risk log, roles &
                         responsibilities, financial information, outline business case
                         which can take the project forward. Once this agreed to by              Mandatory       Mandatory           Mandatory
                         the client changes MUST be dealt with through change
                         control process. Whilst it is a MANDATORY document for all
                         pieces of work it is scaleable depending on the scope of the
                         project being undertaken.
                         Risk MUST be assessed throughout the project. During
                         start-up initial risks will be raised. These will be formalised in
            Risk Log     a Risk log during Initiation and regularly re-visited to retain         Mandatory       Mandatory           Mandatory
                         focus on critical path. Risk assessment is crucial in
                         maintaining a positive business case.
                         Retains project management focus on current issues.
           Issues Log    Updated throughout the project and reviewed as part of                  Mandatory       Mandatory           Mandatory
                         closedown for completeness
                          Usually contained within PID this will detail information
         Communicatio    flows for the project including audience, frequency and                 Mandatory       Mandatory            Optional
           ns. Plan      responsibility for completion.
                         Usually contained within PID this will build on the customer
                         quality expectations and define how Quality will be built in to
          Quality Plan   the project. Responsibility for reviews of products/                    Mandatory       Mandatory            Optional

                                                                     Page 37 of 44
   Borough of Poole                                Corporate ICT Strategy 2006-2009

                                                                                                   Tier 1          Tier 2             Tier 3
                                                                                              E.g. New CRM,   LDF Publishing,   Merger of 2 Service
 Poole Project Management Framework                                                           Telephony
                                                                                              upgrade, e-
                                                                                                                                units, training
                                                                                              Document        Replacement of    package integration
                                                                                              Management      MVM 20:20
  Stage      Document       Description
                            For software this will include details of the intended design,
                            Tables and fields required, format for any required reports,
             Technical      and a test plan agreed with the user(s), For Hardware, this
            Specification   will be a full Technical specification based upon the user
Planning     or Product     requirements. They are essential elements of the planning
                                                                                                 Mandatory       Mandatory           Mandatory
            Descriptions    phase in order that 3 party suppliers produce accurate
                            estimates and internally resources are focussed on what is
                Work        An important element of Planning phase to determine critical
             Breakdown      path for development and to add detail to the Project Plan.          Mandatory       Mandatory            Optional
              Structure     Also assists in updating Risk log.
                            Document to define the major activities within the project,
                            and an estimation of completion, this document will be
                            revised during the life of the project. Initially set up in the
            Project Plan                                                                         Mandatory       Mandatory           Mandatory
                            Project Initiation Document, refined in the Planning phase
                            and used through implementation to ensure activity focus on
                            critical path.
                            The procurement path to be followed will be dictated by
            Invitation to   project circumstance. ITT is a requirement for all contracts
                            to be placed over £25,000 unless Exception to Competitive            Mandatory        Optional            Optional
            Tender (ITT)
                            Tendering Standing Orders is to be sought.

                                                                      Page 38 of 44
  Borough of Poole                                   Corporate ICT Strategy 2006-2009

                                                                                                    Tier 1          Tier 2             Tier 3
                                                                                               E.g. New CRM,   LDF Publishing,   Merger of 2 Service
Poole Project Management Framework                                                             Telephony
                                                                                               upgrade, e-
                                                                                                                                 units, training
                                                                                               Document        Replacement of    package integration
                                                                                               Management      MVM 20:20
 Stage       Document        Description
                             A key output of Planning process to ensure that all parties
                             involved in introducing change know who is responsible for
                             what once the project has closed. If a new service is being
            Definition for
                             implemented or an existing service is being changed, or a            Mandatory       Mandatory           Mandatory
                             service is being de-commissioned benefits realisation
                             cannot be measured until agreement has been reached and
                             Having defined the on-going service, the components will be
                             assessed for training needs for Borough of Poole staff and
            Training Plan    the responsibility for training.                                     Mandatory       Mandatory           Mandatory

                             Project Management tool used throughout the project to
              Lessons        note resolutions to issues, ways of working and points of
                             interest that can inform for the future. Input into the project       Optional        Optional            Optional
             Learnt Log
                             closedown process.
                             Once a PID is agreed change will be assessed against it. If
                             inside the tolerances of cost, quality and time then it will be
                             fitted in. If those tolerances are threatened then a formal
              Change         change must be raised for authorisation by the Project
Develop &                                                                                         Mandatory       Mandatory           Mandatory
              Request        executive. There should be a change log summarising
                             change activity and each change must have a form
                             produced to detail the impact of the change.

                                                                         Page 39 of 44
 Borough of Poole                                Corporate ICT Strategy 2006-2009

                                                                                                 Tier 1          Tier 2             Tier 3
                                                                                            E.g. New CRM,   LDF Publishing,   Merger of 2 Service
Poole Project Management Framework                                                          Telephony
                                                                                            upgrade, e-
                                                                                                                              units, training
                                                                                            Document        Replacement of    package integration
                                                                                            Management      MVM 20:20
Stage       Document      Description
                          This will be specific output at the end of a project which uses
                          the Lessons Learnt Log, Issues log and project objectives as
                          input in order that the project can be assessed as ready to
            Implement                                                                          Mandatory       Mandatory            Optional
                          handover to Service Definition, agree outstanding actions
Closure       Report
                          and best practise can be formulated and mistakes learnt
                          from. Its value comes from the sharing of experience.
                           Part of the closedown process and recommended following
          Project Sign-   post implementation review where delivery against
                                                                                               Mandatory       Mandatory           Mandatory
          off             objectives has been analysed. From this point onwards the
                          Service Definition will be in effect.

                                                                    Page 40 of 44
     Borough of Poole                                     Corporate ICT Strategy 2006-2009

     Appendix B / ICT Project Management Process – Summary

                                                                                  E.g. New CRM,                          Merger of 2
                                                                                                     LDF Publishing,
                                                                                  Telephony                              Service units,
Poole Project Management Process                                                  upgrade, e-
                                                                                                     Fleet Management,
                                                                                                     Replacement of
                                                                                  Document                               management
            Summary                                                               Management
                                                                                                     MVM 20:20
                                                                                    Responsibility    Responsibility     Responsibility
Phase                             Action                                               Tier 1            Tier 2             Tier 3
Start-up                          Appoint project executive                             Client            Client             Client
Input: Project Mandate            Design and appoint project management
                                                                                     ICT / Client       ICT / Client       ICT / Client
Output: Project brief, project    structure
approach, quality                 Prepare project brief                                   ICT               ICT                ICT
expectations, risk log, Project   Define project approach                            ICT / Client       ICT / Client       ICT / Client
start-up authorisation, next
stage plan                        Plan initiation stage                                   ICT               ICT                ICT
                                  Perform initial risk assessment                    ICT / Client       ICT / Client       ICT / Client
                                  Request authorisation to proceed                        ICT               ICT                ICT
Initiation                        Hold Project Definition Workshop                       Client             ICT                ICT
Input: Project brief              Plan for quality                                   ICT / Client       ICT / Client           ICT
Output: PID, Communications       Refine Business Case                               ICT / Client       ICT / Client       ICT / Client
Plan, Risk log, project filing,
Quality plan, next stage plan     Re-examine Risk log                                ICT / Client       ICT / Client       ICT / Client
                                  Set up project control structure                       Client             ICT                ICT
                                  Set up project filing                                  Client             ICT                ICT
                                  Assemble Project Initiation Document                   Client             ICT                ICT
                                  Request authorisation to proceed                  Signed off PID     Signed off PID    Signed off PID
Planning                          Produce Work Breakdown Structure                   ICT / Client           ICT                ICT
Input: Initial project plan,      Produce detailed requirements                      ICT / Client       ICT / Client       ICT / Client
business requirements, PID,
risk log                          Follow appropriate procurement process                  ICT               ICT                ICT
Output: Work Breakdown            Prepare Service Definition                              ICT               ICT                ICT

                                                                         Page 41 of 44
     Borough of Poole                                      Corporate ICT Strategy 2006-2009

Structure, product                 Product training plan                                  ICT / Client   ICT / Client   ICT / Client
descriptions, Invitation to
                                   Prepare detailed estimate to completion                    ICT            ICT            ICT
Tender, Requirements
Specification, Risk log, Service   Re-assess Risks log                                    ICT / Client   ICT / Client   ICT / Client
Definition, Training plan
                                   Raise Request for change                                   ICT            ICT            ICT

                                   Prepare next stage plan                                   Client          ICT            ICT

                                   Request authorisation to proceed                          Client          ICT            ICT

Development & Testing              Agree internal delivery schedule                          Client          ICT            ICT
 Input: Product descriptions,      Agree 3 party delivery schedule                            ICT            ICT            ICT
project plan
                                   Prepare testing scripts                                Client / ICT   Client / ICT   Client / ICT
Output: Technical products,
Quality reviews, Quality log,      Prepare test environment                                   ICT            ICT            ICT
test plan, test scripts, test      Prepare training environment                               ICT            ICT            ICT
environment, test results
                                   Systems Acceptance Testing                                 ICT            ICT            ICT
                                   Operational Acceptance Testing                             ICT            ICT            ICT
                                   User Acceptance Testing                                   Client        Client         Client
Implementation                     Produce implementation plan                                ICT            ICT            ICT
Input: Authorisation to            Deliver & sign-off user training                          Client        Client         Client
proceed, training environment,
                                   Deliver & sign-off operational training                Client / ICT       ICT            ICT
request for change, service
definition, lessons learnt log.    Raise implementation change records                        ICT            ICT            ICT
Output: Implementation plan,
                                   Request authorisation to go live                          Client          ICT            ICT
Lessons Learnt report,
Change records, authorisation      Execute implementation plan                            Client / ICT       ICT            ICT
to close project                   Provide required post live support                     Client / ICT       ICT            ICT
                                   Hold Post Implementation Review                           Client      Client / ICT   Client / ICT
                                   Sign-off project                                   Client / ICT       Client / ICT   Client / ICT

                                                                             Page 42 of 44
Borough of Poole                           Corporate ICT Strategy 2006-2009

Appendix C
Figure 1 High Level Technical Architecture

Citizens :- are individuals who can be clearly identified either as members of
families who pay Council Tax or attend school within the authorities boundaries.

Government:- Government bodies and agencies such as ODPM, County

Suppliers:- Third parties with whom the authority conduct business

Public :- Users of Authority services who cannot be easily identified e.g. users
of leisure services, tourists, visitors to web sites.

Borough of Poole Business Services:- Services provided by employees of
the authority and the underlying business processes required to support those

ICT Services :- All services provided and managed by ICT & Business support.

Delivery Channels:- Services that support human interaction with other
technology services.

                                Page 43 of 44
Borough of Poole                          Corporate ICT Strategy 2006-2009

Methods and Standards:- common processes and protocols that support the
management, governance and delivery of ICT & Business Support products.
Providing mechanisms by which quality can be measured and assessed.

Systems Management:- processes and tools that facilitate the operation of ICT
services and provide the ability to manage and measure the performance of
those services.

Infrastructure:- the physical devices, cabling, operating systems and
communication protocols upon which all other services run.

Security:- the policies, protocols and software tools necessary to facilitate
access to the ICT services and protect those services from unauthorised
access and other threats.

Applications:- Software that supports in part or fully automates complex
business processing.

Data:- The environment within which all business information is managed and

Utility Services:- These are generic software products that are used by a large
number of individuals e.g. office productivity aids(word processing,
spreadsheets, presentation tools, e-mail and calendar management), common
decision support reporting tools, knowledge sharing tools, workflow and
document management.

                                Page 44 of 44

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