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					            Implementing Electronic
            Gover nment in the
            Borough of Spelthorne
            IEG STATEMENT FOR THE OFFICE OF THE DEPUTY PRIME MINISTE R




                                            Yo u r Cou ncil




                                         Ou r Cu st o m er s




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                                                                  1
                                                                      October 2002
                                                                             Last Updated: 08/07/2010
       Foreword from the Leader and e-Champion




All who live or work in the Borough of Spelthorne are entitled to expect high quality and value for
money services to be provided by the Council, and have seen the enormous changes and
improvements that have been made in the Borough in recent years.
Effective use of modern technology is fundamental if our vision for the future of Spelthorne is to be
achieved. E-government can allow us to offer services which are easier to access and available at
more convenient times and locations. We can provide better choice for our citizens, and ensure they
receive the same quality of service whether they choose to visit us, or to telephone, or to use the
Internet. Where our customers are happy to “self-serve”, we shall be able to save resources and re-
use them more effectively in other areas.
The Council is committed to continuous improvement in its delivery of electronic services. This means
not only developing our website, but also ensuring that the right tools are available to support all other
means of service delivery. We are working with many partners to ensure that services are
increasingly “joined-up” and delivered seamlessly across organisational barriers. We have
modernised the way we run the Council, and are doing so in a way that is open and accountable.
We have already made significant strides towards the Government‟s target that all services should,
where feasible, be “e-enabled” by 2005, but we are conscious that there is much more to do. We
have recently tendered for an e-Government partner, and are currently finalising a contract which will
take effect from the beginning of 2003. We have exciting ambitions which will produce great benefits
for our citizens.
This “Implementing Electronic Government Statement” sets out where we are and what we hope to
achieve over the coming years. It will change and develop in line with citizen expectations – so we
would greatly welcome feedback from citizens and partners on our plans and how we can continue to
develop our e-government programme.




Councillor Frank Davies                                  Councillor Ed Searancke
Leader of the Council                                    Corporate Services Portfolio Holder and
                                                         Member e-Champion
Spelthorne Borough Council                                           Implementing Electronic Government Statement 2002




INTRODUCTION
The Government requires all local authorities to publish an Implementing Electronic Government
Statement by 31 October 2002. This document is the Borough of Spelthorne‟s Statement, and builds
upon previous work, including the Implementing Electronic Government Statement published in 2001.
This Statement provides evidence of the considerable progress made by the Council in moving
towards e-Government, and shows how e-Government has become embedded within the corporate
agenda and our service provision. The Council nevertheless recognises that there is much still to do
to meet the Government‟s target of enabling, by 2005, electronic delivery of 100% of those services
which are capable of electronic delivery, and has set out its plans to achieve this. Continuing progress
will involve partnership working with other Surrey authorities and with other private and public sector
organisations, including the Council‟s new e-Government partner, Steria Ltd.
A workshop of senior officers was held on 3 October, in association with Steria, to consider the draft
Statement, and further consultation has been undertaken with, and endorsement obtained from, the
Executive and Management Team. In common with all public Council and Committee reports, this
Statement is being published on the Council‟s website, and is being sent directly to key stakeholders
including the Local Strategic Partnership. The e-Government Programme is continuously evolving
and will develop to take account of feedback received as well as the developing needs of our
customers.
Structure
The structure of the document follows the guidance produced by the ODPM:
Section 1 - The Vision
Section 2 - Priority Outcomes and Services
Section 3 - Self-Assessment of Local e-Organisation
Section 4 - Resources
Section 5 - Risk Assessment
Appendix 1 summarises the Council‟s e-Government Programme, and Appendix 2 sets out the Joint IEG
Statement covering the Surrey Local Authorities Partnership.

Contact information
 Name                                Title                                    Contact
 Richard Wilkinson                   Head of Information Systems &            Tel: 01784 446286
                                     Technology
                                                                              Email: r.wilkinson@spelthorne.gov.uk


SECTION 1: VISION
Electronic Government is part of a wider modernisation agenda for local government:

                 Political Arrangements                                       Community Leadership




                                                    MODERNISED LOCAL
                                                      GOVERNMENT




                 Electronic Service                                                 Best Value
                      Delivery

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Spelthorne Borough Council                                 Implementing Electronic Government Statement 2002



All parts of the agenda are interconnected: Electronic Service Delivery (ESD) and the Best Value
programme provide the foundations for services which are responsive, integrated and high quality;
while the new political arrangements and Community Leadership ensure that the Council‟s services
are set in a democratic context with the ownership and participation of all sections of the community.
This Statement is primarily concerned with Electronic Service Delivery, but e-Government is also
integral to the other areas:
Community Leadership: A Community Strategy has been produced for Spelthorne. It has been
agreed by the Spelthorne Local Strategic Partnership (LSP), which brings together local organisations
from the public, voluntary, business and community sectors. They are all committed to achieving the
aims of the strategy over the next ten years of making Spelthorne:
            A place where people are fully engaged and are both respected and respectful,
            promoting an environment that is: healthy, safe, inclusive, prosperous, and
            sustainable.
The strategy includes a specific target to introduce a web-based communications and information
system for the Spelthorne Community Strategy. The Council also recognises that many of the
identified objectives and targets are dependent upon effective use of ICT to assist delivery and
communication and participation in decision-making.
Political Arrangements: the Council was the first District to introduce Executive/scrutiny
arrangements in 1999. It developed these in the light of experience and public consultation, and
formal arrangements under the Local Government Act 2000, with a one-party Executive, took effect
from 1 September 2001. To increase accountability and ensure that all Councillors and the public had
the maximum access to information, all Councillors have had home IT facilities and published e-mail
addresses since early 2000, and all Council and Committee papers have been published on the
Council‟s website from a similar date. Annual Reports by Members on their activities are also published
on the website. An Executive portfolio holder holds the role of Member “e-champion”.
Best Value and Comprehensive Performance Assessment: the Council has a well-established
Best Value programme. Exploring and ensuring the effective use of ESD is a fundamental part of all
Best Value reviews. The Information Systems and Technology Service was itself subject to a Best
Value review in 2001/02, which determined the direction to be taken for a major procurement to
succeed the outsourcing contract which expires at the end of 2002. The Council volunteered to pilot
Comprehensive Performance Assessment (CPA) for District Councils and, although this offer was
declined, Spelthorne remains an active member of the Audit Commission District Reference Group for
CPA.
Working in Partnership across Surrey: the County Council and all District Councils within Surrey
have been working closely together to take forward Surrey‟s Information Age Government, and this
has been extended through the 2010 Group, which brings in other sectors such as Police, Higher
Education and the Health Service. A joint, Surrey-wide, Implementing Electronic Government
Statement has been agreed and is enclosed as Appendix 2. The Borough of Spelthorne‟s Statement
complements the joint Statement and picks out elements of particular relevance to the Borough.

VISION FOR MODERN SERVICE DELIVERY
“To harness ICT to help create an inclusive community where everyone can communicate and have
access to all services, including our own.”
This summary vision has been generated through internal consultation. The authority will work
internally and with others to enhance service delivery and reshape it to reflect citizens‟ choices and the
needs of all its customers. Services will be more accessible through extending the times, places and
channels of service delivery. This must be done without creating a digital divide between those with
access to electronic media and those without. At the heart of service delivery will be improved
effectiveness in the management and use of information, through investment in back office efficiency
and organisational change to achieve joined-up services.
In the short term, these services will be delivered using a contact centre approach or from front line
counters where staff are heavily supported by technology, but the volumes of purely electronic
delivery, particularly via the Internet, will grow steadily.
Services will be accessible both via well-established technologies, such as the telephone (including
automated telephone services) and the personal computer, and also via emerging technologies such
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Spelthorne Borough Council                                                   Implementing Electronic Government Statement 2002



as digital television and new generations of mobile phone. Where possible and needed, they will be
available 24 hours a day, 7 days a week. They will be structured around key life events, and will be
personalised to suit the individual user. Over time, they will focus less on providing information and
more on carrying out transactions.
Modernised service delivery is likely to stimulate demand. Initially this will reduce the scope for
revenue savings but, as ESD becomes more widely taken up by the public, long term savings, as well
as more extensive service provision, will be achieved through eliminating inefficiencies and
reorganising services to wind down expensive channels. We shall help those that can to help
themselves, and release resource to assist those who cannot.
Where We Want To Be In January 2006
The Council expects by the end of 2005 to have radically changed the ways it meets customer needs
by a combination of the following:
        continuing the current local progress towards implementation of the strategic and infrastructure
         aims of the ICT and e-Government Strategy, within the available budgetary resources
        providing information from back office systems to front line staff and, subject to security controls,
         direct to the general public
        joining up internal and external systems, within the constraints of Data Protection legislation, to
         deliver services seamlessly, avoid the unnecessary repetition of information supplied by the
         public, and reduce the risk of error and fraud
        a Best Value review of the Council‟s ICT service, resulting in, inter alia, an outsourcing contract
         with a new partner from January 2003, which will deliver improved ICT support services as well
         the infrastructure needed for e-Government
        expanding the current joint working with the County Council and other Surrey District Councils to
         provide seamless services at affordable cost, including the continued development of the Surrey
         Online portal and participating as a partner in the joint Surrey projects on e-Service Delivery, with
         help from the Local Government Online funding approved for Partnership Projects in June 2002
        linking to other online public services, notably UK Online, taking advantage of the national work
         on identification and authentication being delivered through the Government Gateway and
         associated programmes
        adopting and implementing interoperability and other nationally developed standards to join up
         systems and improve their usability
        seeking opportunities for joint working and information sharing with other local partners in the
         public, private and voluntary sector, as illustrated through the Crime and Disorder information
         sharing protocol
        accelerating progress in 2002/03, 2003/04 and later years through additional Local Government
         Online funding, exploiting the learning and outcomes from the wider Pathfinder programme
        using technological developments selectively and with careful timing so as to take early
         advantage of maturing standards
        using e-procurement, including automated links with back-office systems, to achieve savings in
         the procurement process
        enabling electronic delivery of 100% of those services which are capable of electronic delivery
        fostering use of electronic services by citizens, through the services being useful, usable and
         suitably promoted.
The Council believes that its vision meets the Government‟s seven critical tests for e-service delivery.
The following table gives examples of current delivery against the tests:
             Critical Test                                           Examples of Current Delivery
Joined Up in ways that                         Grants for local groups, packaging together Local Funds, Leisure grants,
make sense to the                              Environmental Health grants etc, together with application forms.
customer
                                               Youth Unlimited Portal, pulling together a wide range of material of value

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Spelthorne Borough Council                                                Implementing Electronic Government Statement 2002



          Critical Test                                          Examples of Current Delivery
                                            to young people. Further information below.
Accessible at times and                     All details of major planning applications available on-line 24*7, rather
places most convenient                      than only by personal visit to the Council Offices during opening hours.
to the customer                             E.g. the Chelsea Football Club Training Academy application and appeal.
Delivered or supported                      Recently implemented use of Document Image Processing and Workflow
electronically                              within Revenues and Benefits, enabling quick access to full case files
                                            while dealing with customers on the telephone.
Delivered jointly by local                  SurreyAlert Emergency Planning Pathfinder.
partnerships and
                                            Surrey Partnership Projects (Appendix 2).
connected to a national
infrastructure.                             National Land and Property Gazetteer and National Land Information Service.
Delivered seamlessly                        Surrey-wide Change of Address Service.
                                            Surrey Portal
Open and accountable                        All Spelthorne Council and Committee papers on website.
                                            All Councillor e-mail addresses and other details published.
                                            Encouragement of suggestions and complaints.
Used by e-citizens                          Over 300,000 page views per month on website.
                                            Average of 450 downloads per month of Spelthorne Leisure Centre
                                            workout programme.


The outsourcing procurement has included the selection of an e-Government partner, Steria Ltd
(contract being finalised at the time of submission), who will deliver ICT support and the infrastructure
for e-Government, on the basic principle of “i before e” (Infrastructure before e-Government). There
are three major projects, integrated through a Portal which is provisionally called the Spelthorne CUP
(Collaborative Unified Portal). Senior officers have decided this needs to be accompanied by a
Spelthorne SAUCER – Staff Actively Using Comprehensive E-Resources!


SECTION 2: PRIORITY OUTCOMES AND SERVICES
The point of local e-government is not just to deliver services electronically, but also to support local
governance by improving the quality of services and the strength of community leadership. A number of
national priorities have been identified for local government. We have also identified local priorities as part
of the community planning process.
Brief comments follow on some actions taken in relation to the three cross-cutting national objectives:
                   Customer service
            Services structured around the needs and convenience of the customer, delivering “right first
            time” outcomes with maximum cost-effectiveness.
            The Borough is developing a Customer Service Strategy with the vision:
            “To provide our customers with the information / service they require in a way and at a
            time and location convenient to them.”
            This is based on the findings of consultation with customers on their perceptions of our level of
            customer service and what they want from the Council. Further information on this is given under
            Theme 2 - Access Channels.
                   Social inclusion
            Not just avoiding the “digital divide”, but harnessing the power of e-government positively to
            tackle exclusion from services and communities

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Spelthorne Borough Council                                               Implementing Electronic Government Statement 2002



            Spelthorne Community Learning Partnership, which is chaired by the Borough Council,
            recognises the benefits of IT in turning people on to learning. One current project involves
            Family Learning schemes at Spelthorne Primary Schools, where parents and children work
            together on simple tasks relating to literacy and numeracy skills. Ostensibly this is for the
            children's benefit but is also aimed at the parents‟ basic skills and stimulating them into
            learning. Laptops have been begged or borrowed to aid the learning experience. On 12
            October the Partnership was involved with Family Learning day when a range of events were
            arranged in the Staines Town Centre - this included the use of the County Council Computer
            gym, which again is used to stimulate learning through IT.
            The authority strives to ensure accessibility in its service provision (e.g. by offering telephone
            interpreting, paying attention to Bobby and WC3 design principles for its website with large
            print/audiotape offerings for the sight-impaired, its use of Minicom for the hearing-impaired,
            and much else).
            See also comments below on the Youth Unlimited website.
                   Democracy and accountability
            Encouraging openness and scrutiny across the public sector and encouraging active
            democratic participation.
            The Council has led the way with political and scrutiny arrangements, and publishes all
            Council and Committee papers, strategies and reports on the website. Feedback is
            encouraged through publication of Councillor and all relevant officer e-mail addresses, as well
            as through traditional mechanisms such as the Borough Bulletin (also published
            electronically). In Local Democracy week in October 2002, the Council took part in a joint
            promotion with Surrey County Council at Sunbury Library where both authorities publicised
            services available to the public on their respective websites, in particular access to
            forthcoming Agendas.
            The Council has partnered local schools in creating a Student Council modelled on the
            Council itself and meeting in the Council Chamber. A blind officer has led the creation of the
            Youth Unlimited website, which has been designed and implemented with the considerable
            involvement of Student Council members, and includes “Shout about it!” and survey features.
            As a result, young people in Spelthorne should be much more engaged in local democracy –
            this also contributes to reducing the social exclusion felt by some young people.
            The Spelthorne CUP will provide the infrastructure for future e-democracy development,
            including personalisation, consultation and voting.
Central and local government have agreed seven key priority services for local government. Not all
are applicable to the authority‟s statutory responsibilities. Some of our local e-government actions on
these are set out below.
Meeting local                      Whilst the prime responsibility lies with the County Council, the Spelthorne LSP has
transport needs                    set up a Project Group to look at transport problems in Spelthorne, with particular
more effectively                   reference to access to health care services. Spelthorne promotes the Surrey
                                   Journey Planner throughout its website; offers a phone-based Spelride service for
                                   the disabled and elderly, and has adopted a company transport plan which
                                   encourages the use of technology to support flexible and home working and reduces
                                   unnecessary travel to work.
Creating safer                     The Borough works in partnership with the Police, County Council and other key
and stronger                       partners to tackle crime and disorder. Our website has details of our Strategy
communities                        and detailed action plans together with current initiatives and crime levels, and is
                                   linked to the Police, Probation and other relevant partner sites. In the long term
                                   we are working with the Police to create a crime mapping system, using GIS.
                                   Together with Spelthorne College, the Council is looking to develop SPELWEB,
                                   a website dedicated to the Spelthorne Community Strategy.




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Spelthorne Borough Council                                              Implementing Electronic Government Statement 2002



Improving the                      Spelthorne has grant-aided a local school‟s bid for specialist technology status,
quality of life                    which will be linked to young people supporting and mentoring the elderly in
                                   learning to use ICT.
                                   We are putting onto the website Air Quality trends in Spelthorne, which are the
                                   result of monitoring carried out by our officers. In the future we aim to have real
                                   time monitoring so that the public can check the air quality in the area on that
                                   day. We also have links to National Air Quality websites.
                                   Forms for claiming towards the cost of pest treatment for elderly residents on
                                   benefit are on the website.
Promoting                          We are prioritising potentially contaminated sites in the Borough for inspection
healthier                          and developing back office applications to support this. When contamination has
communities,                       been identified we will put the public register of this on the Website. Our new
narrowing health                   Health Promotion Strategy for the next 5 years is now in draft form; once we
inequalities                       have consulted on it and it has been approved, it will be put onto the website so
                                   that residents can see what activities are taking place.
Raising                            Although the authority is not responsible for education, it has worked closely with
standards across                   local schools to create the Spelthorne Student Council. 50% of the
our schools                        communication with the Student Councillors is by e-mail. We are also looking to
                                   develop e-surveys with schools through their student councillors. A Youth
                                   Unlimited portal has been created in partnership with the Student Council.
                                   The Council‟s website includes extensive links to other education information,
                                   accessible both from within and outside the portal – e.g. Ofsted and DfES
                                   reports, local school websites, playgroups and nurseries, childminders.
Promoting the                      Spelthorne is a member of West London Business, who deal with all inward
economic vitality                  investment and relocation enquiries on behalf of the Borough. They currently
of localities                      have the ability to supply details of suitable properties in the area to potential
                                   clients by electronic means. They are looking to provide this information on an
                                   interactive website.
                                   We are bidding for funding from SEEDA for a virtual Tourist Information Centre
                                   for the Town Centre, delivered through a kiosk.
Transforming                       Our Planning pages include extensive details of the many major Planning issues
our local                          involving the Council (such as Heathrow Terminal 5) and are heavily used.
environment
                                   The website has a wide range of environmental information covering matters
                                   such as abandoned vehicles (including online reporting), recycling, bonfires,
                                   black smoke and statutory nuisance.


SECTION 3: SELF-ASSESSMENT OF LOCAL E-ORGANISATION




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Spelthorne Borough Council                                     Implementing Electronic Government Statement 2002



The Model for e-Government provided in the National Framework provides a useful and appropriate
basis for assessing the authority‟s position and plans in respect of e-Government. Transactions,
access channels, enablers, e-business and organisational development can be seen as the main
building blocks of local e-government. In practice they are interdependent, and the authority is
working to develop all areas in parallel.
From a citizen‟s perspective, service outcomes are experienced through day-to-day transactions with
us and other providers. Working through this model from the citizen‟s perspective it is possible to
analyse how:
        A given service might be realised through a variety of generic e-enabled transactions, such as
         making a payment for council tax, booking a sports pitch, or applying for a postal vote.
        These transactions might be conducted through a variety of e-enabled access channels, such
         as the website, e-mail, or a telephone call or personal visit to Customer Services.
        The channels can be supported by a range of enabling technologies which facilitate effective,
         integrated information management, such as a customer relationship management system,
         document management, geographical information systems, mobile technologies etc
        Service delivery can be underpinned by a suite of e-enabled business systems, such as an
         intranet, financial systems, and e-procurement. Secure networks are critical here.
        Successful delivery depends upon organisational development, such as training and the
         capacity to lead and manage change and re-engineer major business processes.
Over the following pages we have assessed our development against each of the building blocks.
Generally we believe we are on course to meet the 2005 targets, though progress has been slowed by
two significant events in 2002:
        The ICT procurement process for the successor to the current outsourcing contract from January
         2003. The successful contractor (Steria Ltd have been awarded “preferred supplier” status) will
         be the authority‟s prime e-Government partner over the next five years. Tenderers were invited to
         make proposals in a number of areas, such as web architecture and infrastructure and secure
         remote networking, which are essential for e-service delivery.
        An arson attack on the Council offices in June forced us to relocate 50 front-line staff for almost
         three months, and diverted resources which would otherwise have been engaged on e-
         government developments. The incident has reinforced the need to eliminate reliance on paper.


Theme 1: Transactions
A survey was undertaken of all services to
assess how many of our transactions were
“e-enabled” at 31 March 2002. This
means that customers can themselves
obtain information, make payments, book
facilities etc, either by themselves directly
accessing and updating the electronic
information or by telephoning or visiting
the Council and asking our staff to do so
there and then. We identified 408
different types of transactions, and found
that 42% of them were e-enabled.




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Spelthorne Borough Council                                                Implementing Electronic Government Statement 2002



Table 1 Types of transactions, and % e-enabled
                                                                Actual                  Forecast
Interaction Type                                                2001/2       2002/3      2003/4       2004/5       31/12/05
Providing information:
         Total types of interaction identified                     210
         % e-enabled                                              44%           70%         90%        100%          100%
Paying the Council for goods & services:
         total types of interaction identified                      28
         % e-enabled                                              29%           45%         90%        100%          100%
Receiving a payment from the Council:
         total types of interaction identified                      9
         % e-enabled                                              89%          100%        100%        100%          100%
Consultation and feedback:
         total types of interaction identified                      40
         % e-enabled                                              46%           60%         90%        100%          100%
Applications for services:
         total types of interaction identified                      19
         % e-enabled                                              30%           40%         60%          80%         100%
Making a booking:
         total types of interaction identified                      11
         % e-enabled                                              36%           45%         60%          80%         100%
TOTAL:
         TYPES OF INTERACTION IDENTIFIED                           408
         % E-ENABLED                                              42%           62%         85%          96%         100%


The methodology of the survey may need to be amended in future as definitions of transaction types
develop. The following summarises our position against the headings identified in the National
Strategy (rather than those in the above table, though there is a close match).
  Providing                        The Council‟s website had over 6,000 pages of information in September 2002,
  information                      and continues to expand with the aim of publishing all relevant Council
                                   information. Major development of the website is planned ( see below), together
                                   with expansion of the content. There are over 500 external links, including
                                   links to UKOnline and to the SurreyOnline portal to join up information
                                   provision across Surrey.
                                   Customer Services have direct access both to the website and to additional
                                   material through the Intranet and other systems so that a wide range of
                                   customer questions can be answered either face-to-face or on the telephone.
                                   About 75% of enquiries to Customer Services can currently be answered at the
                                   first point of contact, and we are aiming to ensure that 80% of all enquiries to
                                   the Council are dealt with at the initial point of contact.
                                   Under the requirements of the Freedom of Information Act the Council will
                                   produce a Publication Scheme. Virtually all the published material will be
                                   accessible via the website.


  Collecting                       The Council has actively promoted the use of Direct Debits as the cheapest
  revenue                          and most convenient method of payment. 65% of the annual 380,000
                                   payments are currently made by Direct Debit. Paperless Direct Debits can be
                                   set up by telephone, or forms can be downloaded from the website. On-line
                                   payments can be made for Council Tax and Benefit overpayment, and we
                                   encourage payments through home banking services.
                                   (See also Paying for Goods and Services below)


  Providing                        We encourage all benefit claimants to receive payments by direct credit
  benefits and                     through the BACS system. We are completing implementation of document
  grants                           image processing and workflow systems to improve the efficiency of
                                   processing claims as well as customer service.
                                   We are working to ensure that applications for grants can be made on-line
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Spelthorne Borough Council                                               Implementing Electronic Government Statement 2002




                                   wherever feasible, and that details and application forms are available for
                                   downloading. Most (e.g. annual grants, Lottery, Good Causes Fund) are now
                                   available electronically, and we publish a considerable range of information
                                   about funding opportunities for community organisations. There is information
                                   on the website regarding the availability of housing grants. Some forms cannot
                                   yet practically be completed online as they may be lengthy, contain a lot of
                                   confidential information and need an original signature.


  Consultation                     We are starting to use e-surveys externally where appropriate (though we must
                                   beware of social exclusion). For example, we recently consulted on Air Quality
                                   electronically and had some response, and we are surveying young people
                                   through the Student Council. We have established a Residents‟ Panel that
                                   was recruited by telephone and which uses telephone contact for all
                                   quantitative surveys (though it will increasingly be consulted by e-mail). All
                                   consultation documents are published on the website and invite e-mail
                                   responses. E-mail contact details are widely published for officers and
                                   Members, and feedback, comments and complaints are encouraged.
                                   Internally, we use electronic surveys to collect the views of staff on a wide
                                   range of subjects.


  Regulation                       We now publish all Planning and Building Control application forms and details
                                   on the website, and receive Building Control forms and payments
                                   electronically. Basic details of all, and full details of major, planning
                                   applications are published on the website. We are developing our systems to
                                   extend the range and accessibility of planning applications through the web,
                                   whilst making maximum use of back-end systems to support the planning
                                   process. Use of GIS is essential in this area.
                                   Application forms for Authorised Processes are on the website and we intend
                                   to publish a register for contaminated land and authorised processes.
                                   However, many of the areas of regulation require formal signatures and
                                   paperwork which cannot yet readily be e-enabled.


  Applications                     We are working to ensure that applications for all services are e-enabled, and
  for Services                     to simplify processes where possible. Most are now available either through
                                   the website or by contacting Customer Services by telephone or post.


  Booking                          Halls, pitches and Leisure courses can be booked by telephone or by returning
  venues,                          downloadable forms. We intend to improve the service by introducing direct
  resources and                    links to the back-end systems and associated payment facilities. We shall
  courses                          work with the contractors who run our Leisure Centres and the supplier of the
                                   existing systems to enable on-line booking of Leisure Centre resources.


  Paying for                       On-line payments can be made for Council Tax, Benefit overpayments and
  goods and                        general Council invoices, and we encourage payments through home banking
  services                         services.
                                   The Council will expand the range of payment methods, in particular to widen
                                   card payments. Use of cards at the Cash Office and through the Internet is
                                   operational, but we need to enable telephone payments and to improve the
                                   ease and scope of Internet payments.




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     Providing                        We provide accommodation in the Council Offices for a range of voluntary and
     access to                        business organisations, and have direct links with them through our telephone
     community,                       network, enabling calls to be readily transferred. The website hosts over 500
     professional or                  external links, and extensive information about local voluntary organisations.
     business                         Through the Surrey Portal we join up services with other Surrey authorities.
     networks
                                      Future developments include a range of Partnership projects aimed at e-
                                      service across Surrey as a whole.


     Procurement                      We make 6,000 Housing Benefits payments and 4,000 general Creditors
                                      payments a year by BACS, and are working to increase the volumes. These
                                      represent about 45% of all payments by the Council. See below for further
                                      details of E-procurement.




Theme 2 – Access channels
Our access channel policy is to provide a
mix of communication channels to ensure
customers receive a coherent and efficient
service, no matter which method of
communication they choose, be it face-to-
face, telephone, post or electronic means.
Through the Customer Service Strategy we
are developing standards for service
delivery through the different channels.
This is firmly based on the expressed
needs and desires of our customers.
A range of research has been undertaken,
including work with focus groups based on
the Residents Panel, exit surveys of
customers, examination of call logger
information, and staff workshops. All staff
kept records of their contacts with citizens
during the week beginning 16th September 2002. Although no week is likely to be typical, the
information collected has been extrapolated in the tables below to give an indication of the annual
volumes of contacts.
Some of the key findings from the qualitative research are:
        The telephone is the preferred medium of contact used by customers as it offers the greatest
         convenience, speed and accessibility.
        Residents are strongly opposed to an automated telephone system (which we do not use).
        Public perceptions are very positive - the NOP report of focus group work concludes: “Spelthorne
         currently delights customers with the customer service provided”.
        There is no significant pressure for longer opening hours. While in theory, longer opening hours
         were appealing, in practice people feel the need is not sufficient to justify the expense. Also,
         residents prefer to contact us when they are confident the appropriate person will be there.
        Although residents feel that the Council is easy to contact, statistics show that about 20% of calls
         do not get through (though this includes calls made outside working hours).
        Greater use of the web and similar channels is supported, but there is limited current public
         demand for an expansion of web transactions, other than the provision of information.
        Improvements are needed in the mechanisms for logging contacts and providing follow-up.
As a consequence, we see no current requirement to adopt a Contact Centre approach over the whole
of the Council; we shall, however, aim to join up with other authorities in the Surrey Partnership to
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Spelthorne Borough Council                                          Implementing Electronic Government Statement 2002



extend the service available to residents outside working hours. We shall develop our website further
and add transactions (as being the cheapest way of handling transactions, as well as providing
extended accessibility), and promote its use. We shall implement a Customer Relationship
Management system to improve contact management and follow-up.
The Customer Contact Survey logged over 6,500 contacts during one week, with records kept by 82%
of office-based staff. No single week is typical, but extrapolation produces an annual figure in respect
of telephone calls which is about 80% of the figures produced through the call logger; and as it seems
likely that about 20% of calls would not be recordable as “customer contacts”, the general picture
seems broadly validated. In addition, there are other contacts which happen electronically, such as
information provision through the website, Direct Debits, Standing Orders and BACS payments.
Table 2 shows annual figures for transaction volumes. Some channels are by definition e-enabled
and e-delivered (Internet, Direct Debits, BACS, E-mails); some (post) are by definition not e-delivered
(even though there may be an e-enabled alternative); and some (telephone, face-to-face) may or may
not in practice be delivered by means matching the BVPI 157 definition. Although the actual volumes
of transactions through these channels that are e-delivered are fairly low at present, the transaction
type may nevertheless be e-enabled – this would be reflected in Table 1.
Table 2 Volumes of transactions
     CHANNELS                                   „01/02        „02/03          „03/04         „04/05          „05/06
     Internet (100% e-delivered)
     - page impressions                        2,625,000    3,500,000        4,200,000      5,000,000     6,000,000
     - e-payments                                    300          750
     Direct debits (100% e-delivered)           246,000       250,000          260,000        270,000        280,000
     BACS payments (100% e-delivered)            10,000         10,000          11,000         12,000         13,000
     Emails (100% e-delivered)                   20,000         28,000          35,000         45,000         60,000
     Telephone calls*                           250,000       240,000          230,000        220,000        210,000
     % of which e-delivered                                      19%
     Face to face                               130,000       130,000          125,000        120,000        115,000
     % of which e-delivered                                       8%
     Letters received (0% e-delivered)           85,000         83,000          78,000         72,000         65,000
*excluding calls which may not be regarded as “customer contacts”

The estimates for future years are best judgements based on current evidence – the reality may be
very different. As Internet and e-mail use rises, there should be reductions in telephone calls, face-to-
face contacts and post. Their nature will also change – for example, telephone calls will be handled
through Customer Services rather than directly by service professionals. In all respects we expect to
see and to promote a steady, if slow, modal shift from more expensive to less expensive channels.
The survey also shows the distribution of transaction types based on BVPI 157 definitions (again note
that the survey excludes purely electronic transactions, which have a very different distribution).
Table 3 Distribution of transaction types based on staff survey September 2002
                                INTERACTION TYPE                                               % OF TOTAL
      Providing information (excluding website)                                                    21%
      Collecting Revenue (excluding Direct Debits, Standing Orders)                                17%
      Providing benefits and grants                                                                14%
      Consultation                                                                                 13%
      Regulation                                                                                   12%
      Applications for services                                                                    13%
      Booking venues, resources and courses                                                         1%
      Paying for goods & services                                                                   7%
      Providing access to community, professional or business networks                              2%
      TOTAL:                                                                                      100%


Some points from the survey are:
        the telephone remains the dominant access channel for citizen to officer contact (52%)


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        in several service areas (e.g. Leisure, Building Control, Care and Support, Engineering and
         Amenity Services) e-mail now exceeds other forms of correspondence (letters, fax)
        Council Tax, Revenues and Benefits between them account for 36% of citizen to officer contacts
        even though many transaction types are e-enabled, when direct citizen to officer contact is made
         only about 20% of the volume of transactions is actually e-delivered – though these are principally
         in the high volume areas such as Council Tax, Revenues and Benefits, where virtually everything
         is e-enabled
        generally, with such a complex range of services and transactions, there are enormous problems
         of definitions and interpretation. Such surveys are indicative rather than definitive.

     Website                          Spelthorne‟s website has over 6,000 pages of information and 500 external links
                                      and attracts over 6,000 different visitors a month. It is updated daily, and
                                      includes a number of transactions, including e-payments and a Surrey-wide
                                      change of address service. A wide range of forms is available for downloading
                                      and return by e-mail, and e-mail enquiries are available for all services. All
                                      Council and Committee papers are published on the site, as are the Borough
                                      Plan and full details and drawings of major planning applications. There are
                                      Frequently Asked Questions and A-Z and search facilities, and the Surrey
                                      Portal provides deep linking to the relevant pages of the Spelthorne site. It is
                                      hosted by Surrey County Council at no cost to the Council.
                                      Despite the achievements, the Council needs to redevelop its website
                                      infrastructure, and a major project will commence from January 2003 through
                                      the new outsourcing contractor. This project will:
                                              change the hosting and technical infrastructure, to enable integration with
                                               the Intranet, document management and back-end systems
                                              implement content management and effective use of metadata, and
                                               provide the basis for repurposing content for other channels
                                              redesign the site to improve navigation and ease of use
                                              transform the search facilities
                                              enable much greater devolution of content creation and management to
                                               services
                                           provide the basis for offering personalised services to users.
                                      The website offers the cheapest form of contact and is available 24*7. Whilst there
                                      are limitations in its accessibility to certain sections of the community, the latest
                                      figures suggest that 61% of Surrey residents have PC web access at home. Major
                                      areas of current use are Leisure Centre workout programmes and major planning
                                      applications, where the availability of full details on the website completely
                                      transforms the nature of the public consultation process.


     Customer                         Customer Services operate an integrated telephone and reception service
     Services                         covering a range of services in the style of a Call Centre, such as bookings for
                                      halls and sports pitches, issue of skip licences, administration of allotments etc.
                                      Under the Customer Service strategy, a contact management system will be
                                      implemented to hold details of customer contacts and enable them to be dealt
                                      with in a more efficient way, including a holistic approach to customers and
                                      seamless access to services, use of workflow to route transactions around the
                                      organisation, and improved processes for handling complaints.
                                      All staff have Direct Dial telephones and access to a wide range of telephony
                                      facilities through a modern telephone system implemented in 1999.


     Community                        A Community Information Centre has been set up at Stanwell in partnership
     Information                      with the County Council, a Housing Association and voluntary groups, offering
     Centre                           community services (e.g. Housing Advice). A kiosk has been installed.
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  Digital TV                       The Council expects that use of digital television will increase, but has not yet
                                   detected a level of customer demand which would enable cost-effective use of
                                   this channel. The Council will monitor and respond to market developments
                                   and customer demand when the time is right.


  Home/Site                        We intend to use new technology to support mobile working (e.g. Housing
  visits and                       Benefit visiting officers, and Building Inspectors). These will depend on
  Contact                          downloading case material onto mobile devices, either before visiting or
                                   through on-line links. We are putting in place the infrastructure to support this
                                   way of working, which will improve public service and save officer time,
                                   unnecessary travel, and accommodation costs.


  Smart Cards                      Spelthorne does not have a business need to develop the use of smart cards.
                                   Applications may emerge which are appropriate for smart cards, but these will
                                   best be handled as additional applications on the back of a County-wide smart
                                   card. The County Council will be developing smart card projects, and we shall
                                   look for a suitable opportunity to enter a partnership with the County.
                                   National standards need to develop further. A national entitlement card would
                                   potentially be of value to support and manage access to local services.


  Portals                          Spelthorne has taken an active role in the development of the Surrey Online
                                   portal, which provides a County-wide mechanism for direct access to
                                   information and services. It includes FAQs, life episodes, and an A-Z with
                                   deep links into the Council‟s website. Further development of this Portal is
                                   planned, with support from the LGOL Partnership funding, to include, for
                                   example, a Citizen Space forum, development of life episodes and seamless
                                   integration of information, searching across partner sites for “my nearest” (e.g.
                                   leisure centre), and links to a Surrey e-recruitment portal.
                                   See above for information about Spelthorne‟s Youth Unlimited Portal.


  Public Access                    Two kiosks providing free public access to the internet and community
  Kiosks                           information were provided in the Council‟s Leisure Centres. Following
                                   problems with the supplier, and low public usage, these have been withdrawn.
                                   There remain kiosks at the Community Information centre at Stanwell and in
                                   the Community Link area (a part of the Council Offices used by voluntary and
                                   business organisations such as the CAB), but in view of their low usage the
                                   Council does not see the provision of additional kiosks for general use as a
                                   priority. We are, however, bidding to create a virtual Tourist Information Centre
                                   through a kiosk in Staines Town Centre.
                                   The new Staines Day Centre (opened in August 2002) includes a public access
                                   point for Internet access and skills development.


  Telemetry                        Telemetry is used as part of the community alarm service - however it relies on
                                   the person activating their alarm. We are exploring the use of tracking
                                   technology for the safety of lone workers and potentially for wider uses.


  Personalisation                  The redesign of the Council‟s web infrastructure will support personalisation for
                                   customers in the future. Initially the technology will be used for staff (to provide
                                   a simplified access mechanism for home and remote workers, as well as office
                                   workers); once the infrastructure is proven, we aim to make it available to
                                   customers. We hope to be able to use the authentication and identification
                                   mechanisms of the Government Gateway once they have matured.

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Theme 3 – Enablers
A range of technologies need to be
deployed to enable e-Government to be
delivered. Some are local, and some will
need to be developed to operate across
partner organisations or in conjunction with
national projects.
 We are applying the technology which is
necessary for our own service delivery, but
are doing so in accordance with national
standards and, where practicable, in close
liaison with our partners within Surrey.




  DIP & Workflow                    DIP (document imaging) and workflow enables documents to be scanned,
                                    stored electronically, and allocated to relevant sections or officers to deal with.
                                    Because they are stored electronically it improves access – more people can
                                    view the documents and they can do so at any location (so the technology is
                                    vital in supporting home working). It also reduces the amount of office space,
                                    as paper does not need to be kept. Documents are less likely to be lost, and
                                    can be dealt with immediately – improving response times. Work can be
                                    allocated more effectively.
                                    We have introduced DIP for Electoral Registration, and will complete
                                    implementation for Council Tax and Housing Benefits in 2002. We plan to
                                    implement it for Planning enforcement and for Finance during 2003, and
                                    subsequently more widely in Planning and Building Control and in other
                                    service areas such as Housing Needs.


  NLIS                              These are land & property databases. NLIS will streamline all transactions to
                                    do with obtaining information about land and property and so will, for example,
  (National land
                                    improve handling land charge searches. NLPG provides unambiguous
  & information
                                    identification of land and property and a linking mechanism for systems holding
  service)
                                    addresses. This allows data to be stored and updated in one location,
                                    improving efficiency and avoiding error.
  NLPG                              NLIS: We have implemented NLIS Level 2, with differential pricing for
                                    searches conducted through the national hub. We are implementing a new
  (National land
                                    browser-based Land Charges system which will take us to Level 3. The main
  & property
                                    issue is the capture of large volumes of historical data, which will be completed
  gazetteer)
                                    by the end of 2003.
                                    NLPG: We have developed a local land and property gazetteer, cleansed all
                                    data and linked up with the national gazetteer, and are successfully updating
                                    at NLPG Level 3. We are working to link other systems used by the authority
                                    to the LLPG. We are completing implementation of the CAPS Uni-form 7
                                    system for Planning and Building Control, which will be linked to the LLPG via
                                    the BS7666-compliant Gazetteer Management System.




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  Geographical                      Geographical Information Systems are capable of assembling, storing,
  Information                       manipulating, and displaying geographically referenced information, i.e. data
  Systems (GIS)                     identified according to its location. The data can be displayed as a picture,
                                    which can make it easy to interpret a lot of information about an area, or to
                                    pinpoint property and places where services are required.
                                    GIS is widely used throughout the authority, and is embedded in the new
                                    systems for Planning, Building Control, Land Charges and Environmental
                                    Health (including Contaminated Land). We have approximately 170 GIS
                                    datasets, including aerial photographs and historical maps. We expect to be
                                    able to deliver GIS on the website in 2003-04, enabling access to the public.
                                    The Highways Agency has been taken back by Surrey County Council from
                                    April 2002, but we are developing mechanisms to allow information to be
                                    shared between County and District (where we now have common corporate
                                    GIS systems) and with the police for Crime and Disorder work.


  Customer                          Customer relationship management (CRM) software enables us to manage the
  Relationship                      contact between customers and the Council. Customer enquiries can be
  Management                        recorded, allocated to the correct person through workflow, and escalated if
  and customer                      the enquiry is not resolved. CRM provides a customer history enabling us to
  database                          have a full view of customer needs and tailor services to meet these needs.
                                    Effective use requires links to appropriate scripting and query-handling tools.
                                    The Customer Service strategy has begun a project to implement a Contact
                                    Management system which will develop to achieve these objectives. It will be
                                    linked to the Land and Property Gazetteer and to a Customer database,
                                    subject to data protection legislation. We hope to take advantage of national
                                    developments such as the LASER project and national identities.


  Mobile                            Mobile technology allows workers in the field to have access to information back in
  Technology                        the office. It enables fast communication between the office and the operative.
                                    We are piloting the use of PDAs for Building Control, Environmental Health,
                                    Engineers and Leisure officers. The development of the Spelthorne CUP and
                                    the secure networking project will provide the infrastructure for better use of
                                    mobile technology in the future




Theme 4 – E-Business
Most of our underlying systems are relatively
modern – financials and others were
replaced when we moved from the
mainframe in 1997, but have been upgraded
since.
We set out below our policy and planned
progress on the various e-business
elements.




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  Intranet                          The Council has a well-established Intranet containing the website plus a further
                                    3,000 pages of information available to all staff, with links to Microsoft Exchange
                                    Public Folders. The web infrastructure project will integrate the Intranet and the
                                    website, apply content management, add effective search facilities and improve
                                    design and navigation.
                                    The intranet will be developed to host e-forms with integration to back office
                                    systems, and will be further developed to provide a personalised portal for all
                                    staff to self-serve in a secure environment.


  Extranet                          The Surrey Extranet has been developed through the Surrey Partnership, and joins
                                    up the Intranets of Surrey authorities. It also provides the basis for closer working
                                    such as the secure side of SurreyAlert, a Pathfinder project covering all agencies
                                    involved in emergency services in Surrey
                                    It is planned to migrate the current infrastructure to use Virtual Private
                                    Networking technology for added flexibility and security.


  Financials                        The Council‟s modern finance suite (Torex Integra) incorporates flexible reporting
                                    and devolved Purchase Ordering facilities. It is capable of handling XML data.
                                    We plan developments to:
                                           integrate document imaging to avoid the physical movement of invoices
                                            and similar documents around the organisation, and to improve the speed
                                            and efficiency of invoice processing
                                           introduce simplified browser-based ordering facilities
                                           integrate supplier catalogues to support end-to-end e-procurement with
                                            those suppliers capable of this.


  Procurement                       The Council uses elements of e-procurement in a number of areas, such as
                                    on-line ordering of stationery and computer equipment. All possible aspects of
                                    the outsourcing procurement were conducted electronically, such as placing
                                    the OJEC advertisement, providing details and questionnaires through the
                                    website, e-mailing the Invitation to Tender, thereby saving costs and time.
                                    Greater benefits will come when e-procurement can be directly integrated into
                                    the Council‟s back-end systems, as indicated under Financials above.
                                    The Council is developing a corporate procurement strategy, which will
                                    incorporate e-procurement. We are monitoring the IDeA <marketplace>
                                    offering, but it is not yet cost-effective for the Council; other Pathfinder
                                    procurement projects may be more relevant. We expect to join up with other
                                    Surrey authorities where benefits are available.
                                    The Council uses GCat and has taken advantage of the deal negotiated with
                                    Microsoft by the Office of Government Commerce and SocITM.


  Human                             Recent upgrades of the Workforce Personnel system and of the Frontier Payroll
  Resources and                     system meet current needs.
  Payroll                           We advertise all vacancies through JobsGoPublic and on our website, through
                                    which job details and application forms are available. Numbers of applications
                                    for jobs submitted electronically remain small, but are growing. The Surrey
                                    Partnership is developing an e-recruitment portal linked to the Surrey Portal.


  Asset                             The Asset Management Plan describes how the Council uses its assets and
  Management                        how it has developed, and is developing further, information on assets to
                                    support its service delivery. The information base will aid officers in their day-
                                    to-day service management and encourage innovative use of assets.
                                    E-government will provide opportunities for rationalising our assets – for
                                    example, implementation of document imaging and more flexible working will
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                                    enable reductions in office space requirements. These will be a factor in the
                                    current consideration of possible relocation of the Council Offices.


  Office Systems                    A major project in 2001 introduced Microsoft Office 2000 for all staff, and we
  and                               have continued to train staff and make best use of the facilities available. We
  Teleworking                       now need to upgrade the desktop operating systems for most staff and to
                                    improve desktop management and stability. A major project will be undertaken
                                    by the new outsourcing contractor to introduce “thin client” technology
                                    wherever feasible. This will reduce the incidence of problems and the costs of
                                    support, reduce the need for hardware upgrades, and greatly simplify software
                                    upgrades. A major benefit will be improvements in the ability of staff to work
                                    remotely or from home, even to the extent of being able to use hand-held
                                    devices to access essential information.
                                    We have a relatively low level of home working at present, partly because of
                                    restrictions in current remote access facilities. An associated project will
                                    significantly improve these facilities and enable more effective application of
                                    the already flexible home working policies. Spelthorne has significant
                                    environmental problems from traffic, and the Council is looking to reduce
                                    unnecessary travel for its staff. For many staff the issue is not where they
                                    work, but how accessible they are.


  e-Business                        The Council participated in a project sponsored by the Office of the e-Envoy in
  Network                           April-August 2002 to assess the networking requirements and capabilities of
  Infrastructure                    local authorities to deliver e-Government applications.
                                    The key messages from this study are being addressed as part of the
                                    outsourcing contract from 2003, which will specifically include project work to
                                    upgrade and strengthen the Local Area Network Infrastructure, as well as
                                    enabling the deployment of Virtual Private Networking for remote access.




Theme 5 – Organisational development

E-government underpins almost everything
that the Council does. It supports the
Community Strategy, it is at the heart of the
Customer Service Strategy, and it is a
fundamental consideration in all Best Value
reviews.
We aim for high standards of customer care,
and can best deliver this through effective
use of suitable technology.
We need, however, to have the
organisational leadership, culture and skills
in place to ensure that the technology is
properly delivered and used.
Below we set out where we stand on
Organisational Development issues.




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  Leadership                        Spelthorne was the first District to adopt the Cabinet-style of working. Cllr Ed
                                    Searancke, the Portfolio Holder for Corporate Services, also holds the role of
                                    Member e-Champion.
                                    Peter Harding, Director of Resources, is the officer e-Champion, and chairs the
                                    e-Government Group, which operates at strategic level.
                                    Karen Satterford took up her post as Chief Executive in September 2002 and,
                                    with the forthcoming retirements of the remainder of the Management Team,
                                    will be reviewing the Council‟s management structure to reflect the needs of
                                    modern governance and service delivery.
                                    The Members Development Working Group has been set up to look at the
                                    continuous development of members to enable them to fulfil their multi-skilled
                                    and multi-faceted roles. A Members Development and Learning page has
                                    been established on the Members‟ website containing a wide range of learning
                                    material, including information from previous events as well as hot links to
                                    other key sites. The induction programme for new members in May 2003 will
                                    look to use ICT as a source of background information to reinforce the
                                    conventional face-to-face events. Computer- based training is also being used
                                    and developed further as a means of individual learning.
                                    An officer e-Champions Group comprising departmental enthusiasts provides
                                    a channel for stimulating “bottom-up” progress.
                                    A group of “Web Librarians” take responsibility for co-ordinating the website ad
                                    Intranet content for their respective services.


  Change                            Change Management is a key part of the Council's People Strategy. The
  Management                        People Strategy lays great emphasis on the role of ICT facilitating change at
                                    several levels. These include change through learning (European Computer
                                    Driving Licence, Learndirect, Computer-based Training), change through
                                    better use of resources, change through better communication, change
                                    through more flexibility in terms of different methods and ways of working,
                                    including homeworking and mobile working. Better ICT awareness, skills and
                                    resources are crucial to all of these initiatives.


  Project                           Whilst suitable project management tools are used on major projects, the
  Management                        Council recognises the need to improve project management skills and
                                    methodologies, especially as more staff are becoming involved in e-
                                    Government projects. One of the Corporate Targets for 2002/03 is to consider
                                    a Project Management system that can be used throughout the Council. We
                                    aim to adapt PRINCE2 methodology to the circumstances of the Council.
                                    The major projects to be delivered through the new outsourcing contract with
                                    Steria will use their Project Management methodologies such as ITIL and
                                    MOSIC (their company methodology, which is ISO accredited).


  Business                          The Council has limited skills in Business Process Reengineering, though
  Process                           there is a continuing programme of Best Value reviews and service
  Reengineering                     improvement. We plan to work through the Surrey Partnership to develop and
                                    apply Business Process Reengineering capacity.


  e-Skills                          The new Office systems have required an intensive programme of training and
                                    support, using a variety of methods including formal training, workshops, ad
                                    hoc support, and e-mailed “Tips of the Day” (also accessible through the
                                    Intranet). Over 50 staff have signed up for the European Computer Driving
                                    Licence, and about 20 have obtained the qualification. We have also used
                                    LearnDirect, both for staff and for Members, although this has recently been
                                    withdrawn because of problems with its delivery.
                                    The Council was the third authority to obtain the Investor in People award,
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                                    which it has retained through several re-accreditations since. Staff
                                    development is taken seriously. Training needs assessments were carried out
                                    for all staff in 2002 as part of the annual performance appraisal, and the
                                    resulting needs are being delivered through the training programme.
                                    The Council has adopted an Internet and e-mail policy which allows staff
                                    reasonable personal use within clear protocols, thereby enabling them to
                                    develop their skills and their understanding of the potential for reengineering
                                    services from a customer perspective.
                                    All Members have had home PCs since 1999, access Committee papers
                                    through the website, and have been extensively supported. They too have
                                    been encouraged to develop both their skills and their understanding of how
                                    technology can best be used to deliver customer service. See also comments
                                    above under Leadership.


  Marketing and                     250 customers have signed up for the regular Leisure e-mail newsletter. The
  Selling                           numbers are steadily increasing, and the feedback is positive.
                                    We intend to use information collected (with the data subject‟s permission)
                                    from the website, contact management system and other applications to
                                    enable us understand our customers better, and to be more proactive in
                                    meeting their needs and more selective in our marketing.




Developing Links with National Projects
There are a number of national projects under way to pilot new approaches that can then be adopted
by all public services, or to develop the necessary infrastructure on a national level. We intend to
participate in suitable projects, in some cases through the Surrey Partnership. We explain below each
national project and set out our policy and plans for involvement.
  Government                       The Gateway is a national gateway containing a number of online central
  Gateway                          government services. There are plans to extend the range of central
                                   government services, to introduce local government services, and to increase
                                   the functionality to allow further transactions such as payments, support
                                   authentication and secure mail. Local authorities are being encouraged to
                                   implement their services on-line using the Gateway. The Gateway has recently
                                   been re-launched.
                                   The local government engagement pack (which defines what local government
                                   needs to do to connect to the Government Gateway and use its functionality)
                                   has recently become available, but there remain many issues to be resolved
                                   before Spelthorne can link to the Gateway. We shall first redevelop our
                                   website infrastructure in 2003, and then explore whether we can use the
                                   Gateway effectively to avoid or reduce the need for local mechanisms for
                                   customer authentication and identification. The access Portal project will
                                   provide the basis for authentication (initially for staff and Members), but we aim
                                   to be able to use Gateway services and digital certificates where this level of
                                   authentication is required. We hope also to use the Gateway for payments
                                   when this functionality becomes available and cost-effective.


  UK Online                        E-government offers opportunities to integrate and cluster services around
  portals                          particular needs of different customer groups. The UKOnline portal should
                                   provide a central link to both central and local government services.
                                   The facilities of UKOnline do not yet support deep-linking to local government
                                   websites, but we expect these to be developed. Meanwhile our partnership
                                   with the SurreyOnline portal provides a local means of delivering joined-up
                                   services, with links back to UKOnline as appropriate. The Portal Development
                                   will deepen the links with UKOnline.

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                                   The redevelopment of our website to incorporate content management and
                                   effective use of metadata in line with the Government Metadata Framework will
                                   provide the basis on which future deep-linking can be delivered.


  Government                       This is the primary network infrastructure for connecting and joining up central
  secure intranet                  government organisations. It provides a secure and reliable connection to the
                                   Internet and a mechanism for exchanging electronic mail and web browsing,
                                   both within the GSI community and over the internet.
                                   Developments with Government Gateway are reducing the barriers for local
                                   authorities to link to the GSI. We shall continue to monitor developments and
                                   take advantage of cost-effective offerings.

  Broadband                        Broadband will enable cost-effective, “always on” access to the internet, and
                                   can benefit citizens, authorities and business alike.
                                   The Spelthorne area has good broadband availability and use, and the Council
                                   has no direct involvement in developing capacity except through the work
                                   undertaken by the South East England Development Agency. Internally we are
                                   investigating the benefits of using broadband to enable always-on access for
                                   home workers and Members, and remote sites. We shall review the OGC
                                   Framework agreement to see the possible benefits of using this agreement to
                                   supply broadband to the authority.

  Technical &                      To enable services to be joined up, all parties involved need to be able to
  Data                             communicate and share information. A common set of standards is therefore
  standards:                       essential, as they will enable a “common language” to be developed.
  e-GIF                                     
                                            e-GIF. The e-Government Interoperability Framework sets out the
  XML schema                                technical policies and specifications for achieving interoperability
  GMS
                                            across the whole of the public sector. It enables organisations that
                                            comply with these standards to reap the benefits from joined up
  BS7666 &                                  working. E-GIF standards are mandated on all new systems that
  BS8766                                    exchange information between local government and citizens or
                                            businesses. Existing systems will also need to comply.
                                         XML schemas provide a standard for data integration and the
                                            management of presentational data. Schemas are being defined for
                                            particular local government services such as viewing Council Tax details,
                                            co-ordinated through UK GovTalk.
                                         GMS. Government Metadata Standards refer to the way data is
                                            referenced and retrieved. Standardisation of metadata throughout local
                                            and central government will ease access to information and services by
                                            citizens and businesses.
                                         Property and people data - BS7666 & BS8766 (draft). Over 85% of
                                            transactions with citizens and other stakeholders involve property data,
                                            and 75% involve people data. These standards ensure that the data is
                                            held in a standard way.
                                   All our new systems comply with e-GIF and BS7666 standards, and we shall
                                   adopt other standards as they become established. We intend to implement
                                   GMS in the website content management project. Our principal existing
                                   systems are either XML-enabled now or will become so though new software
                                   releases, and we expect to be able to use the local government XML schemas
                                   once they have been agreed, defined and proven. We shall investigate
                                   whether we need middleware to link any systems which are not XML-enabled.
                                   We support the proposal by the IDeA and SOCITM to establish a Local e-
                                   government Standards Body to accelerate development and take up of
                                   information and connectivity standards.




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  Laser (Local                     This is planned to provide an electoral register, maintained and managed
  authorities                      locally, but joined up and accessible to authorised users, such as the Electoral
  secure electoral                 Commission. It will underpin any future e-voting initiatives, though national
  register)                        progress seems to have slowed, possibly because of the need to implement
                                   the new arrangements for an Edited Register.
                                   In preparation for LASER, we are adapting our Electoral Register with the aim
                                   of incorporating BS7666 address data.


  Data Sharing,                    We must make better use of personal data if we are to deliver improved services to
  Privacy & Trust                  the public and the public must trust us to handle their data properly.
                                   The proposal to develop a Public Services Trust Charter contained with the
                                   Privacy & Data Sharing report is welcomed. Data Protection legislation creates
                                   substantial barriers to achieving joined-up government. In developing our
                                   Contact Management system we shall ensure we seek “informed consent” to
                                   enable us to treat customers holistically.


  Security                         Inadequate focus on security could undermine the entire platform for the successful
                                   introduction of e-Government and lose public confidence.
                                   The Secure Networking project is aimed at increasing levels of security and
                                   protecting the Council‟s own network and data from external threat. The new
                                   outsourcing contact also provides enhanced services in terms of Business
                                   Recovery. The Council overcame the serious arson attack in June 2002 with
                                   virtually no data loss and very little interruption to public services.




SECTION 4: RESOURCES
Appendix 1 summarises the main e-Government-related projects, and includes estimated capital and
revenue costs, and indications of potential revenue savings.
Table 4 summarises the total programme expenditure.
There are a number of assumptions and unknowns within the programme:
           A number of projects are at an early stage of consideration. Estimates given can only be
            indicative, and further information and developments may significantly adjust some of the
            assumed costs and savings. For example, feasibility studies needs to be undertaken and
            business cases developed.
           Conversely, it is difficult to project the potential needs for the latter years of the programme –
            there is a likelihood other projects will emerge which have not yet been anticipated.
           Several of the projects may depend upon, or be substantially influenced by, national or market
            developments. In theory, the Pathfinder programme should be producing products which are
            appropriate, cost-effective and readily capable of being implemented. But the promised
            catalogue of Pathfinder products has not yet been published, some Pathfinders have
            encountered problems, and it is currently unclear how far we shall be able to exploit locally
            these national developments.
           Similarly, offerings from national projects such as the Government Gateway and UKOnline are
            starting to become available. They are not yet mature enough for direct use within
            Spelthorne, but we are optimistic that they will develop rapidly and play a significant part in
            areas such as authentication and identification.
           There are also a number of legislative barriers (e.g. Data Protection issues) that have yet to
            be removed by the Government if joined-up services are to become a reality.
           The Government has made available significant sums to support Local Government Online so
            far, but it is not clear what continuing level of support will be provided beyond 2003/04.
            Resources have been allocated in the recent Comprehensive Spending Review; local
            authorities will need to receive these if the 2005 target is to be met. An assumption has been
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            made that LGOL funding will continue at the current level, though it is recognised that there is
            no guarantee of this.
           The resources plan assumes that the Council will approve a substantial injection of its own
            capital resources in 2003/04, together with above normal investment in the years either side of
            this peak; thereafter (from 2005/06) it will continue historical patterns of capital investment.
           Savings estimates assume
               o that applications are fully implemented
               o that customer take-up reaches levels which enable service resources to be
                   reconfigured to take advantage of efficiencies
               o that electronic service delivery will save staff time and enable staff reductions or avoid
                   additional costs.
Table 4: Current and Forecast e-Government Expenditure
                                                          Actual
Resources                                                 2001/02 2002/03 2003/04 2004/05 2005/06
                                                          (£'000s) (£'000s) (£'000s) (£'000s) (£'000s)
             Total Capital Investment Required                230         550        915        498        365
Council Capital investment                                    230         314        517        315        250
Assumed ODPM Grant                                                        200        200        200        200
                                 Total assumed funding        230         514        717        515        450
                                              Shortfall            0       36        198        -17         -85


Revenue costs of e-Govt investment                                         10        166        226        266
Revenue savings                                                            23        137        299        430
Net revenue savings realised                                               13        -29         73        164


The programme as shown above identifies a potential investment shortfall. There are a number of
options for addressing this:
           As suggested by the assumptions above, some of the assumed costs and savings will be
            adjusted as a result of further information and developments, such as Pathfinder products.
           It is likely that, following feasibility studies and preparation of business cases, certain projects
            may either not proceed or be delayed or change their shape. There is currently an element of
            over-programming to allow for the likelihood of such changes.
           Additional funding may become available from the Government or through partnership or other
            sources
           The Council may consider additional investment in e-Government beyond current approvals,
            but such decisions must await the Capital and Revenue budget process for 2003/04.
In the event that the shortfall cannot be met, elements of the programme may need to be reviewed or
phased over a longer period.
The savings figures identified in the tables are considered to be cautious and likely to understate the
savings which will in practice be realised. The Council has a well-established culture of vigorous
service reviews, which have, for example, resulted in staff savings of £2 million per annum built up
since 1988. Accommodation needs have been reduced by almost a third, and are likely to reduce
further as a result of implementing the e-Government programme; in due course these reductions will
be realised in terms of financial savings or alternative uses. The Council is considering moving the
Council Offices – the new requirements will be significantly reduced as a result of effective use of ICT.
This pattern will continue, with savings on staffing, accommodation and other costs combining with the
impact of the investment in new ways of working and service delivery to make substantial reductions in
the unit costs of transactions. The detailed savings cannot be confidently predicted until individual
projects have been fully appraised.
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Financial benefits are, however, only a part of the vision. In the longer term the investment will result
in transformed and improved public services, built around citizens‟ choices, and much more widely
accessible. As a result, there will be increased demand, and greater actual delivery of services.
(Note: the above table represents a more appropriate presentation than the recommended table in the IEG
Guidance for the following reasons:
        the Council has no contributions from EU or other sources of government funding such as ISB
        the Surrey Partnership funding (including that from the Local Government Online programme) is shown
         separately in Appendix 2. The Council‟s contribution is included in the line on Council Capital Investment
        it is inappropriate to aggregate capital and revenue budgets as recommended
        savings are all of a revenue nature. Net revenue savings provide a basis for evaluation of the benefits of the
         investment.)


PERFORMANCE MANAGEMENT
The e-Government programme needs to be managed and delivered. Our underlying approach will be
based on:
              Establishing a common Vision between Members, Officers, and our new e-Government
               partner, Steria.
              Analysing the “As Is“ and then producing the outline Development Plan.
              Sharing this outline Development Plan with staff and other stakeholders and developing a
               Communication Plan to provide regular progress reports (primarily through the Intranet)
              The outline Development Plan will consist of a series of Projects. Each Project will be then be
               analysed in detail to produce a Business Case for Executive approval.
Each Business Case will include an analysis of
              Policy
              Strategy
              Relationships
              People & Resources
              Processes & Technology
              Culture.
Each Business Plan will define
              Objectives
              Critical Success Factors
              Key Performance Indicators
              The KPI measures for the next few years.
The Business case will form the foundation for Performance Management, Best Value Reviews and
Continuous Improvement, enabling necessary Member and Officer approval, and for Scrutiny
Committees to monitor progress during the development and implementation phases.
On-going reviews will be able to monitor changes in internal and external policies to ensure that the
service is fulfilling business objectives while delivering Best Value.
This holistic approach will encourage all aspects of a solution to be considered. For example mobile
and flexible working will not just consider technology and productivity. The Business Case will aim to
integrate the People Strategy (modern management practice, including addressing quality of family
                                                                                           2
life), Environmental Policy (will more mobile working increase or reduce congestion and C0
emissions?), and Asset Management Policy (will a reduction in desk space deliver realisable savings
or simply create unused space?).




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SECTION 5: RISK ASSESSMENT
A number of potential barriers and risks can be identified. The following analysis indicates their
potential impact and how the Council will take action to manage them.
(Codes: High (H), Medium (M), Low (L))




                                                                   Probability
                                            Internal or
                                            External
Risks                                                                            Countermeasure/ mitigating action




                                                          Impact
Lack of Clear Vision, Objectives and Strategy
                                                                                    engage Members by information and seminars
                                            Int           H        L                deliver effective Members‟ IT for practical
Lack of Political will/engagement
                                                                                     experience
                                                                                    support Member e-champion
                                                                                    continue communications with Senior Managers
Lack of engagement with Chief               Int           H        L                demonstrate benefits to Services through the
Officers                                                                             achievement of quick wins
                                                                                    ensure that plans address key service issues.
                                            Int           M        L                review Strategy to ensure that it remains dynamic
Strategy becomes static
                                                                                     and relevant
Technology fails to deliver improvements expected by citizens
                                                                                    avoid high-risk projects and unproven technology
Inability to join up front and back-end     Int           H        M                adopt established guidelines and standards
systems internally                                                                  learn from Pathfinder projects and Beacon
                                                                                     authorities
                                            Int/                                    as above, plus
Inability to join up front and back-end                   H        H
systems across partner organisations        Ext                                     County/neighbouring LAs to agree set of
                                                                                     technological standards/protocols
                                                                                    contract with e-Government Partner to implement
Technology may not be “future proof”        Int           M        M                 best practice.
                                                                                    Introduce standard desktop
                                                                                    contract with e-Government Partner to implement
                                                                                     best practice.
                                            Int/                                    Introduce secure networking project
Security and authentication problems                      H        H                exploit offerings of Government gateway once
                                            Ext
                                                                                     proven
                                                                                    maintain strong internal audit of security
                                                                                    work towards BS7799 security standard
Lack of capacity to deliver (People/Skills)
                                                                                    develop competencies, staff appraisals and
                                                                                     training/recruitment programme
Potential lack of skills/expertise to       Int           H        H                develop project management skills
support/implement new technologies
                                                                                    partner with other authorities and private sector
                                                                                     partner, and buy in assistance as required
Change Programme required                                                           address issues through People Strategy
Working practices not flexible enough       Int           H        L                adapt policies and procedures to support flexible
for new ways of working                                                              working.
Staff may not have sufficient skills in     Int           H        M                develop competencies, staff appraisals and training
using technology                                                                     programme, extending use of ECDL
Administrative processes do not support e-ways of working
                                            Int/                                    investigate where current policies may not support
Internal policies and procedures do
                                                          M        M                 the development of e-government and develop new
not currently support/recognise the
                                            Ext                                      policies where appropriate.
development of „e-government‟.
                                                                                    Involve staff in identifying need for change
                                                                                    understand constraints (e.g. data protection)
                                            Ext           H        H                lobby for necessary changes
External legal constraints
                                                                                    reduce aspirations and design services around
                                                                                     what is legally permissible

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                                                                ensure that officers responsible for the development
e-government not fully recognised                                of other Council plans are kept informed of the
within other Council Plans (e.g.            Int    M   L         development of e-government
Community Plan, BVPP, Service                                   ensure that e-government is a key aspect of Best
Plans)                                                           Value performance reviews and the development of
                                                                 other Council plans.
Unwillingness to change policies and        Int    M   L        address issues through People Strategy
procedures                                                      involve and consult staff
Operational/Service Processes do not support e-ways of working
                                                                identify key partners in service delivery and include
                                                                 within communication plan
Many services are delivered in              Int/                work with partners to achieve electronic service
                                                   M   M
partnership                                 Ext                  delivery
                                                                understand partners‟ aims and objectives and
                                                                 ensure that are included within projects
Lack of resources within services to        Int    H   M        effective Programme Management will identify and
devote to e-Government                                           secure resources
Failure to meet the expectations of         Ext    H   M        manage expectations of customers in external
customers                                                        communications – do not over promise.
Technology Failure                          Int    H   L        ensure effective and adequate testing.
Disaster/Catastrophic Failure               Int    L   L        develop IT Service Continuity plan
Customers Dissatisfaction
Do not currently know what                                      consultation with customers on an on-going basis to
                                            Ext    M   L         ensure that electronic services deliver and access
customers require
                                                                 channels meet customer needs
Customer Requirements may change            Ext    M   L        Obtain and respond to customer feedback
                                                                ensure that „back-office‟ improvements are linked to
Electronic Service Delivery may             Ext    M   M         enhancements in access.
expose „latent‟ demand.
                                                                manage customer expectations of service.
                                                                work with partners and other authorities/agencies to
May not be able to deliver joined up        Ext    M   M         understand common priorities and deliver joined up
services to customers‟ needs
                                                                 services
                                                                deliver same quality of service regardless of access
                                                                 means
Need to avoid service inequality            Int    M   M
arising out of inequality of access
                                                                maintain existing access channels as long as there
                                                                 is a significant demand or if removing them would
                                                                 create inequality
Lack of Funding

                                                                deliver quick wins to release resources
Not enough resources to deliver             Int    H   H        consider alternative methods of financing
electronic service delivery
                                                                work with partners to share cost and risk
Over dependence on competitive              Ext    M   M        identify and join up all sources of funding both
funding                                                          internal and external
                                            Int    M   M        projects will only proceed where a robust business
Failure to deliver „best-value‟
                                                                 case has been demonstrated




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                                                                                                 Appendix 1


                          E – GOVERNMENT PROGRAMME
The following summarises the authority‟s main e-Government-related projects.


A. STRATEGIC AND CORPORATE PROJECTS
PROJECT                   PROPERTY PROJECTS
Project Management        Sponsor: Mike Peters. Project Coordinator: Reg Clarke. Sub-projects
                          have individual project managers as required
Partners                  CAPS/ESRI – software, consultancy. Terraquest – data capture
Objectives                Range of related sub-projects:
                          1. Uni-form for Planning/Building Control/Land Charges, converting to
                             browser version
                          2. Gazetteer Management System for BS7666 LPG
                          3. Embedded GIS for all Property systems
                          4. Data capture of historical Planning/Building Control records,
                             including spatial data capture
                          5. Conversion of Environmental Health system to CAPS
                          6. Implementation of Contaminated Land System
                          7. Implementation of Asset Management system
                          8. Remote working for Uni-form 7 users
E-Government Theme        Enablers, E-business, Access channels and Transactions
Milestones                Q1 2003 – conversion to browser version of CAPS
                          Q4 2002 – completion of data capture
                          2003/4 – website access to Planning/Building Control records
                          2003/04 - Spatial capture of all electronic data
                          2003/04 - PDAs for Planning, Building Control, and Health officers
                          late 2003/04 – NLIS Level 3
Benefits                  Integrated and consistent property-based systems, using GIS and LPG
                          Support for public access to Planning/Building Control records.
                          Full implementation of NLIS – time, service and financial benefits.
                          Support for home remote working by professional officers.
                          Systematic management of contaminated land information, leading to
                          public access to appropriate information.
                          Improved asset management.
Status                    Large range of GIS datasets captured and corporately available,
                          including historical maps and aerial photographs.
                          NLPG – acceptance Jan 01; fully implemented and being updated
                          NLIS – Level 2 at Aug 2002 (including differential charging)
                          Planning/Building Control data capture of manual records nearing
                          completion; next steps will be spatial data capture.


                                     2002/03        2003/04        2004/05        2005/06        Total
                                     £’000s         £’000s         £’000s         £’000s         £’000s
Estimated Project costs (Capital)             165             84             50             20            319
Estimated Revenue Costs                                        5             12             17            34
Estimated Revenue Savings                                      8             30             60            98
Net Revenue effect of project                   0              3             18             43             64
Spelthorne Borough Council                                                      Implementing Electronic Government Statement 2002




PROJECT                                     DOCUMENT MANAGEMENT
Project Management                          Overall Sponsor: Richard Wilkinson. Project Coordinator: Reg Clarke.
                                            Sub-projects have individual Sponsors and Project Managers as
                                            required.
Partners                                    Comino, Academy, Steria (from January 2003), Torex
Objectives                                  Range of related document management and workflow projects:
                                            1. Image Processing and Workflow in Revenues and Benefits
                                            2. Planning Enforcement
                                            3. Financial systems (especially invoices)
                                            4. Committee papers
                                            5. Other service areas (Planning, Housing Needs, etc)
E-Government Theme                          Enablers, E-business, Transactions
Milestones                                  Q4 2002 Main implementation in Revenues and Benefits
                                            2003 Planning Enforcement and Financial systems
                                            Q4 2003 Plans for further development of corporate document
                                            management, linked to records management and FoI Act.
Benefits                                    Reductions in storage space.
                                            Workflow, work management and performance monitoring.
                                            Quality, speed and efficiency of work processing.
                                            Improved customer service.
                                            Fraud detection.
                                            Statistical analysis.
                                            Reduced vulnerability to disaster (e.g. fire).
                                            Reduction in costs.
                                            Enabling of flexible and home working.
Status                                      Live in Council Tax October 2002; Housing Benefits due to be live by
                                            end of 2002.
                                            Initial planning under way for Contact Management, Planning
                                            Enforcement and Financial systems.


                                                       2002/03        2003/04         2004/05        2005/06          Total
                                                       £’000s         £’000s          £’000s         £’000s           £’000s
Estimated Project costs (Capital)                               131             80              60             40              311
Estimated Revenue Costs                                           5             23              28             30              86
Estimated Revenue Savings                                        20             60              85             95              260
Net Revenue effect of project                                    15             37              57             65              174




PROJECT                                     SPELTHORNE CUP (Collaborative Unified Portal)
Project Management                          Sponsor: Richard Wilkinson. Project Management – to be defined
Partners                                    Steria
Objectives                                  Implement a portal with a common, consistent interface to integrate
                                            projects on web development, desktop management (thin client) and
                                            secure networking, and support collaboration between the public,
                                            businesses, Council users, communities and stakeholders through
                                            controlled secure access to the Council‟s ICT environment.
E-Government Theme                          Enablers, Access Channels, E-Business
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Milestones                                  Q2 2003 - design and testing of CUP
                                            end 2003 - implementation of CUP
Benefits                                    Reduce the cost of ownership of the desktop.
                                            Unify applications, processes, information and services.
                                            Result in more effective resolution of customer interactions with the
                                            Council, via an integrated „knowledge base‟.
                                            Enable and simplify collaboration between National and Local
                                            Government and other Agencies within the Surrey 2010 Partnership,
                                            the Surrey Alert Pathfinder, UKOnline, etc.
                                            Provide reliable and secure access to information and services for all
                                            customers, staff, members and other stakeholders.
                                            Provide a common ICT infrastructure, irrespective of the access
                                            channel used.
                                            Provide a flexible and scaleable „shop window‟ linked to, but
                                            independent of, the business applications and contact management
                                            software.
                                            The flexible infrastructure will:
                                               Support the Customer Services Strategy
                                               Integrate future e-Government projects
                                               Deliver improved services at a reduced cost
Status                                      Steria selected as e-Government Partner. Project approved in
                                            principle. Details under development.


                                                       2002/03       2003/04         2004/05       2005/06         Total
                                                       £’000s        £’000s          £’000s        £’000s          £’000s
Estimated Project costs (Capital)
Estimated Revenue Costs
Estimated Revenue Savings
Net Revenue effect of project                                    0               0             0             0              0
Note: most of the costs are included within the costs of the other projects. Additional costs need to be identified as part
of the Project Definition.



PROJECT                                     WEB INFRASTRUCTURE AND ARCHITECTURE
Project Management                          Sponsor: Tim Kita/Richard Wilkinson. Project Manager: Clare Jarvis
Partners                                    Steria (from January 2003)
Objectives                                  To provide the technical foundation for an enhanced public website
                                            linked to a Council Intranet and other internal systems, as a foundation
                                            for electronic service delivery, creating a seamless information
                                            environment to enable information and services to be provided reliably
                                            to a number of audiences, at differing locations and times, through a
                                            range of channels.
E-Government Theme                          Access channels, e-Business, Transactions, Enablers
Milestones                                  Q2 2003 – Converted website with Content Management
                                            2003 – integration of Website, Intranet, Document Management
                                            Q4 203 – e-forms
Benefits                                    Improved usability and navigation for customers.
                                            Integrated information management to support range of channels and
                                            provide more reliable customer service.
                                            Devolved content management, resulting in increased and more
                                            rapidly updated content.
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Spelthorne Borough Council                                                      Implementing Electronic Government Statement 2002



Status                                      Major project commencing January 2003. Steria selected as e-
                                            Government Partner. Project approved in principle. Details under
                                            development.


                                                       2002/03        2003/04         2004/05         2005/06           Total
                                                       £’000s         £’000s          £’000s          £’000s            £’000s
Estimated Project costs (Capital)                                70            240              40              40               390
Estimated Revenue Costs                                                         40              50              55               145
Estimated Revenue Savings                                                                       10              15                25
Net Revenue effect of project                                     0             -40             -40             -40              -120




PROJECT                                     DESKTOP MANAGEMENT
Project Management                          Sponsor: Richard Wilkinson. Project Management – to be defined
Partners                                    Steria (from January 2003)
Objectives                                  Introduce a stabilised and standardised desktop environment enabling
                                            enhanced support of users and reduced user frustration during
                                            downtime and other problems. It should include roaming profiles,
                                            flexible printing, security and remote fault diagnosis and management.
                                            the solution will be based around “thin client” technology.
E-Government Theme                          Enabler, E-Business
Milestones                                  Q2 2003 – implementation of thin client solution
Benefits                                    A Citrix based Thin Client environment allowing for central
                                            administration of data and applications.
                                            A desktop solution enabling tighter levels of security and User Profile
                                            preferences and control.
                                            Reductions in refresh expenditure via increased lifespan of desktops
                                            A reduction on service desk response and fix time.
                                            Standardised business-based desktop, reducing integration costs and
                                            user training requirements.
                                            An architecture designed to enable easier home/mobile working by
                                            ensuring suitable configuration for remote users and the use of
                                            roaming profiles.
                                            A centralised structure allowing for easier application upgrades,
                                            particularly virus protection updates.
                                            Upgrade desktop operating system to Windows 2000.
Status                                      Steria selected as e-Government Partner. Project approved in
                                            principle. Details under development.


                                                       2002/03        2003/04         2004/05         2005/06           Total
                                                       £’000s         £’000s          £’000s          £’000s            £’000s
Estimated Project costs (Capital)                                49            110              50              50               259
Estimated Revenue Costs                                                          7               8               8                23
Estimated Revenue Savings                                                        5              15              25                45
Net Revenue effect of project                                     0              -2              7              17                22




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Spelthorne Borough Council                                                       Implementing Electronic Government Statement 2002



PROJECT                                     SECURE NETWORKING
Project Management                          Sponsor: Richard Wilkinson. Project Management – to be defined
Partners                                    Steria (from January 2003)
Objectives                                  To review and upgrade the Council network (LAN and WAN) to facilitate
                                            new working practices and technology. To enable controlled access to
                                            authorised applications and services to be provided to a range of users.
                                            Issues to be addressed include Security Control, Network/ Performance/
                                            Authentication Management and Connectivity.
E-Government Theme                          Enabler, E-Business
Milestones                                  Q2 2003 – implementation of upgraded LAN, firewall, remote access.
Benefits                                    Seamless access to the Internet and controlled access to the Internet
                                            using VPN, SSL and other security/encryption techniques
                                            Flexible approach allowing the Council to “pick and mix” solution
                                            components to fit immediate and future priorities
                                            Comprehensive Firewall solution providing seamless access and
                                            connectivity, while adopting robust security methods
                                            Infrastructure to allow for secure and effective VPN access and remote
                                            access solutions
                                            Seamless migration for users thus minimising any potential impact upon
                                            application availability throughout the transition period
                                            A platform for future growth in support of additional users and application
                                            solutions as and when these become requirements
                                            A solution well proven in terms of reliability, availability and resilience,
                                            using the latest technology to provide a performance and cost effective
                                            network infrastructure.
Status                                      Steria selected as e-Government Partner. Project approved in
                                            principle. Details under development.


                                                        2002/03        2003/04         2004/05         2005/06           Total
                                                        £’000s         £’000s          £’000s          £’000s            £’000s
Estimated Project costs (Capital)                                 60             94              30              30               214
Estimated Revenue Costs                                                          53              55              55               163
Estimated Revenue Savings
Net Revenue effect of project                                      0             -53             -55             -55              -163




PROJECT                                     CUSTOMER RELATIONSHIP MANAGEMENT
Project Management                          Sponsor: John Foggo. Project Management to be decided
Partners                                    Comino, Steria (from Jan 2003). Possibly Surrey Partnership
Objectives                                  To support Customer Service Strategy by providing Contact
                                            Management system, together with complaints management and
                                            workflow facilities. Later developments to include links to back-end
                                            systems and potentially contact management facilities across the
                                            Surrey Partnership
E-Government Theme                          Enablers, Access Channels
Milestones                                  Q1 2003 Establishment of project and timescales for implementation




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Spelthorne Borough Council                                                      Implementing Electronic Government Statement 2002



Benefits                                    Improve customer service through unified access to all or most Council
                                            services, improving departmental processes, enabling seamless
                                            integration between front and back office in delivery of service.
                                            Improve follow-up of customer contacts.
                                            Provide the basis for joining up government services.
                                            Potential savings in staff costs and in accommodation requirements
Status                                      Project being defined. Likely to build on or integrate with workflow
                                            facilities of Comino Document Management


                                                       2002/03        2003/04         2004/05        2005/06          Total
                                                       £’000s         £’000s          £’000s         £’000s           £’000s
Estimated Project costs (Capital)                                10             52              25             50              137
Estimated Revenue Costs                                                          8              14             24              46
Estimated Revenue Savings                                                        7              20             43              70
Net Revenue effect of project                                     0              -1              6             19               24




PROJECT                                     INTEGRA DEVELOPMENT
Project Management                          Sponsor: Pauline Adams
Partners                                    Torex, Sema (Steria from Jan 03)
Objectives                                  Various developments of financials suite:
                                            1. Plain paper cheque production
                                            2. Electronic remittance advices
                                            3. Browser-based Purchase ordering
                                            4. Imaging for invoices (see under Document Management)
                                            5. Electronic Ordering and Supplier and Customer Enquiries
E-Government Theme                          E-business, Transactions
Milestones                                  Q1 2003 Plain paper cheques and electronic remittances
Benefits                                    Simplified internal purchase ordering.
                                            Reduced staffing and stationery costs.
                                            Improved response to supplier queries and faster invoice processing.
                                            Reduced dependence on paper
Status                                      Imaging being specified in liaison with Comino. Other projects under
                                            discussion with Torex.


                                                       2002/03        2003/04         2004/05        2005/06          Total
                                                       £’000s         £’000s          £’000s         £’000s           £’000s
Estimated Project costs (Capital)                                25             10              50                             85
Estimated Revenue Costs                                                                          2              3                5
Estimated Revenue Savings                                                        7              19             29              55
Net Revenue effect of project                                     0               7             17             26               50




PROJECT                                     REVENUES AND PAYMENTS SYSTEMS
Project Management                          Sponsor: Mary Tam
Partners                                    Academy, Steria (from Jan 03), Girobank
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Spelthorne Borough Council                                                     Implementing Electronic Government Statement 2002



Objectives                                  Range of sub-projects:
                                            1. Debit/credit card payments where suitable, including internet and
                                               telephone payments
                                            2. E-billing
                                            3. Balance checking via web
                                            4. Interactive web forms e.g. HB claim form, Direct Debit instructions
                                            5. Hand-helds for CTax inspectors, HB officers, with data download
                                               and upload
                                            6. Integration of GIS with CTax/HB database
E-Government Theme                          Transactions, Access Channels, E-business
Milestones                                  2003 – payments via telephone
                                            2003 – e-billing (subject to supplier software developments)
                                            2003/04 – GIS/LPG integration
                                            2004 – balance checking (subject to software and authentication
                                            developments)
                                            2004 – interactive web forms
                                            2004 – initial use of handhelds
Benefits                                    Improved accessibility and choice for customers.
                                            Reduced staffing time requirements.
                                            Reductions in errors.
                                            Increased income and cash flow.
Status                                      Debit/credit card payments widely accepted from August 2002.
                                            Debit card payments via Girobank Billpay on web Q1 2002.
                                            Manual e-billing done on request (e.g. for blind customers).


                                                       2002/03       2003/04         2004/05        2005/06          Total
                                                       £’000s        £’000s          £’000s         £’000s           £’000s
Estimated Project costs (Capital)                                              15              40             10              65
Estimated Revenue Costs                                                         2               5              7              14
Estimated Revenue Savings                                                       3              11             18              32
Net Revenue effect of project                                    0               1              6             11              18




PROJECT                                     SURREY PARTNERSHIP PROJECTS (See also Appendix 2)
Project Management                          Sponsorship: Surrey Information Age Champions Group. Project
                                            Management: Project Managers for individual projects, co-ordinated
                                            through Surrey e-Partnership Programme Office
Partners                                    Surrey County Council, Surrey District Councils, Surrey 2010 Network
                                            (a group of public sector organisations within Surrey), SESMIC




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Spelthorne Borough Council                                                      Implementing Electronic Government Statement 2002



Objectives                                  A range of Partnership Projects:
                                            1. Secure Extranet to share information securely between local
                                                authorities, extending into Partners Online.
                                            2. Portal (www.surreyonline.info) allowing access to public sector
                                                services and information using a variety of channels.
                                            3. SurreyAlert – major incident and emergency pathfinder linking the
                                                key emergency services, and providing a single point of
                                                information for citizens and businesses relating to emergencies,
                                                incidents and transport.
                                            4. On-line recruitment portal.
                                            5. Contact management across partners.
                                            6. Support to community strategy planning.
E-Government Theme                          E-business, Enablers, Access Channels, Transactions,
Milestones                                  2003 – Extranet upgrade to VPN
                                            Q1/2 2003 – Portal developments (partner integration, “my nearest”)
                                            end 2003 – Contact Management across Partners
Benefits                                    Making services available to customers by a range of access media.
                                            Making accurate information available from front line staff.
                                            Delivering joined-up services in partnership.
                                            Reduced costs through partnership working.
Status                                      Extranet in place, but to be upgraded to VPN.
                                            Portal in place and developing in content, navigation and scope.
                                            SurreyAlert live, including Information Sharing Protocol. Being further
                                            developed.
                                            Clearance awaited for LGOL Partnership-funded projects


                                                       2002/03        2003/04         2004/05        2005/06          Total
                                                       £’000s         £’000s          £’000s         £’000s           £’000s
Estimated Project costs (Capital)                                                5                                              5
Estimated Revenue Costs                                          4               7               7              7              25
Estimated Revenue Savings                                        1               4              10             12              27
Net Revenue effect of project                                    -3              -3              3              5               2




PROJECT                                     MEMBERS‟ IT
Project Management                          Sponsor: The Executive. Project Manager: Richard Wilkinson
Partners                                    Steria (possibly)
Objectives                                  To refresh the current Members‟ IT facilities with updated
                                            arrangements for Members elected in May 2003.
                                            To provide broadband facilities and links into Intranet.
E-Government Theme                          Access Channels, Transactions, Organisational Development,
                                            Enablers, E-Business
Milestones                                  Q2 2003 Report on new facilities
Benefits                                    Continuation of Member accessibility via e-mail, but improvements in
                                            speed and ease of working.
                                            Additional access to information for Members dealing with ward issues.
Status                                      Subject to Seminar in Q1 2003. Facilities likely to build on Desktop
                                            and Secure Networking projects.

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Spelthorne Borough Council                                                  Implementing Electronic Government Statement 2002




                                                     2002/03      2003/04         2004/05       2005/06       Total
                                                     £’000s       £’000s          £’000s        £’000s        £’000s
Estimated Project costs (Capital)                                           80                                         80
Estimated Revenue Costs
Estimated Revenue Savings
Net Revenue effect of project                        [Assume no net change from current Members‟ IT costs – but depends
                                                     on detailed Project Definition]




B. SERVICE PROJECTS
The following summarises a range of projects within the ICT and e-Government programme which are
essentially Service-based rather than strategic or corporate.


   Service Area or                           Purpose/Benefits                        Status                   When
       Project
Planning/Building                      Electronic Plan submission via       Systems under                 Q1 2003
Control                                web.                                 evaluation
Elections – LASER,                     Integration of Electoral             LPG matching being            Q4 2002 -
DIP, BS7666,                           Register database with LPG,          planned. LASER                2003
telephone response                     preparatory to integration with      progress depends on
to Form As.                            national LASER project. Also         national project.
                                       upgrade of imaging system.           Imaging server
                                       Improve ease and scale of            upgraded to cope with
                                       registration, and reduce staff       rolling electoral roll.
                                       costs.                               Telephone response
                                                                            being investigated.
Legal Case                             To support back office and           Largely complete              Q2 2002
Management                             meet requirements of Lexcel.
                                       Improved procedures and
                                       ability to deal with queries.
Cemeteries –                           Back-office administration.          Main back-office system       Q2 2002 –
management of                          Accuracy and accessibility of        implemented – links to        Q2 2004
burials and                            records, including public            GIS to be developed.
cremations,                            access via web.                      Historical registers to be
memorial safety                                                             data captured. Once
                                       Reduction in risks.
assessments etc                                                             information assembled,
                                                                            it will be web-enabled.
Bookings –                             Bookings of halls, sports            Telephone bookings            Q1 2002 –
telephone and web                      facilities, play schemes etc         enabled. Payments to          Q1 2004
                                       through telephone to Customer        be investigated (part of
                                       Services, or through web.            Revenues and
                                                                            Payments above). Web
                                                                            enablement after web
                                                                            project
Leisure Centre                         System upgrade to improve            In discussion with            2003
bookings                               customer service and enable          current system supplier
                                       bookings via the web.                and Leisure Centre
                                                                            management contractor




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Spelthorne Borough Council                                                    Implementing Electronic Government Statement 2002



   Service Area or                           Purpose/Benefits                            Status                    When
       Project
Community Grants                       Improve information about and          Subject to website               2003
                                       ease of application for                redevelopment project.
                                       Community Grants through
                                       use of web and Customer
                                       Services
Telephony                              Increase in Voice Mail and DDI         Under consideration              2003
                                       capacity to improve service to
                                       public
                                                                                                               2005
                                       Use of CTI
Grounds                                Replacement of back-office             Under consideration              2003/04
Maintenance                            system to enable management
                                       of new contract, including use
                                       of GIS, and potential public
                                       access to Parks Information
Vehicle tracking and                   Tracking and communications            Initial feasibility              2004/05
communications                         with Council vehicles for              investigations.
                                       improved service (e.g. speed
                                       of dealing with missed bins),
                                       and personal safety.
E-learning                             Extending the use of web- and          Under consideration              2003/04
                                       computer-based training                within Surrey Training
                                                                              Officers
Server refresh                         Updating of obsolescent                Ongoing
                                       technology and consolidation
                                       where feasible


The aggregate estimated expenditure on these is as follows:


                                                     2002/03        2003/04          2004/05        2005/06        Total
                                                     £’000s         £’000s           £’000s         £’000s         £’000s
Estimated Project costs (Capital)                              40            135              123             95            393
Estimated Revenue Costs                                         1              18              40             55            114
Estimated Revenue Savings                                       2              43              99            133            277
Net Revenue effect of project                                   1              25              59             78            163




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                                                                                                 Appendix 2


SURREY LOCAL AUTHORITIES

JOINT IMPLEMENTING ELECTRONIC GOVERNMENT STATEMENT
October 2002


1.              INTRODUCTION
The twelve local authorities in Surrey are committed to working together to achieve the seamless
delivery of services through the new media as they develop and submitted a joint Implementing
Electronic Government statement to support this commitment in 2001. This statement was agreed by
the Surrey Local Authorities Information Age Champions Group and endorsed by all Surrey Local
Authority Chief Executive Officer and Members.
The following joint statement provides an overview of our progress to date in partnership working. It is
intended to complement the IEG statements submitted by each individual authority, which contain
comprehensive details of progress to date and a self-assessment of each individual e-organisation.
This collective statement covers the following areas:
       our vision for a seamless Surrey
       the key priority areas for development
       the framework within which the partnership operates
       resources available to the partnership
This partnership is vital in enabling the delivery of the electronic service delivery target by 2005.
Through partnership working we will achieve a more efficient and effective use of our resources to
deliver the target and, more importantly, to improve the quality of service to the customer.


2.              OUR JOINT VISION
Our vision is for high quality, responsive electronic delivery of services in Surrey. The objectives of the
Surrey Partnership as agreed by all members remain the same as those stated in our original joint
statement:
       to make our services available by all access media, giving the customer the flexibility to make
        contact with us in a way, at a location and at a time convenient to them
       to ensure that the information necessary to provide information, resolve customer queries at a first
        point of contact, or to make an accurate referral is made available to front line staff regardless of
        location or media. In addition, to ensure this information is available to support members
       to deliver services in partnership with each other and with other organisations to ensure that
        services are joined up and available through one point of contact.
In addition to these original objectives, the Surrey Partnership is currently working towards becoming a
strategic shared service delivery partnership.


3.              KEY PRIORITY AREAS OF DEVELOPMENT
An agreed programme of joint activities has been developed by the Information Age Champions group from
the original joint implementing government statement, divided into the following areas; strategic
development, promoting wider access to service, joint on-line service availability, joint infrastructure, joint
back office application areas and new styles of working. This structure will be reviewed and aligned with
the themes in the National Strategy following the publication of the final document.

The joint work programme identifies relevant projects and provides information concerning timescales,
resource estimates divided into capital and revenue costs, funding sources and a key contact. It forms


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Spelthorne Borough Council                                       Implementing Electronic Government Statement 2002



the basis of a regular review by the Information Age Champions group. A copy of this programme is
available through the SurreyOnline Portal.
Since the original joint IEG submission, the Surrey Local Authority partnership has expanded to
encompass other Surrey public sector organisations through the Surrey 2010 network; a group of all
public sector organisations in Surrey. Their purpose is to forge inter-organisational links at a strategic
level to improve the delivery of Surrey public services. The joint e strategy approved by this network is
aligned with the work of the Surrey Local Authority Partnership and has focused on the following key
elements:
       The joint development and delivery of a public sector portal allowing access to public
        sector services and information using a variety of communications channels
Surreyonline.info was launched in May 2002, representing a major milestone in the on-going
development of the joint e-strategy. It is principally an internet gateway to locate and access service
providers, a common front door through which it is intended to offer the citizen a choice of options to
easily and quickly access public services without any necessary prior knowledge of who the service
provider is or the levels of government involved. To date, all the local authorities have been deep
linked, and the aim is to add other members of the public sector over the coming months.
SurreyOnline has also been linked to Ukonline.
Successful partnership funding received from the ODPM in recent months have meant that the portal
is able to develop in the following areas:
              Further development and co-ordination of links to national and local sites
              Involvement of the citizen by the introduction of consultation areas
              Improvement of search facilities
              Extension of the number of partners represented on the site
       The ability to securely share information between partners
Interconnectivity at a secure level, whereby organisations can link to each other‟s intranets and share
information. The Surrey Local Authorities have already established an extranet, and this is being
developed by building on the Major Incident and Emergency Pathfinder Project that is establishing
electronic links between the key emergency services. It is intended that, in the future, partners will be
able to transact a range of services and information electronically using knowledge management and
customer relationship solutions.
       The development of an electronic staff recruitment capability for use by partners
Tender documents have recently been completed to enable us to develop and implement an inter-
agency on-line staff recruitment and development capability. This has been identified as a key priority
area and will enable the Surrey Partnership to position itself as an employer of first choice and to
attract recruits into the public sector by offering them choices in terms of employer, location and
flexible working. The on-line recruitment capability will enable prospective applicants to search for a
job on-line and will facilitate the targeting of individual groups, e.g. ethnic minorities and the hard to
reach.
Other key areas of partnership working include:
              contact management
              support to the community strategy planning process.
              Freedom of Information/Data Protection
              Linking to the Government Gateway
              Joint customer access channel development
              Social inclusion
The Partnership is also actively participating in developing and supporting SEFEG – the South East Forum
for Electronic Government.




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Spelthorne Borough Council                                Implementing Electronic Government Statement 2002




4.           THE PARTNERSHIP FRAMEWORK
The Information Age Champions are the group responsible for delivering the agreed programme of
activities, which was developed from the original joint implementing government statement. This
group is responsible to the Surrey Chief Executive‟s group and comprises of one champion from each
of the authorities. The group meets every two months. It commissions work from the Surrey
Information Technology Managers group and sponsors a number of projects arising from the joint
programme. For each of these partnership projects, detailed project documentation is prepared,
including an assessment of risks and an analysis of the business benefits and outcomes.
A partnership and project office has recently been established, which will be responsible for standards,
documentation and quality management across the projects. This function will also prevent
duplication and aid communication between the parts of the programme. A diagram showing the
partnership framework and governance is given below. This framework also lists the projects being
undertaken or planned by the partnership.




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Spelthorne Borough Council                                          Implementing Electronic Government Statement 2002




5.           RESOURCES
                                                                 Actual                      Forecast
                                                                 (£‟000s)
Resources                                                        01/02         02/03         03/04         04/05
Total Local Authority contribution to the Surrey
partnership e strategy programme:
     Delivery of strategy                                               60           100             *             *
     Provision of the extranet                                          60            60            60            60


Total local authority contribution                                      120           160            60            60


Financial contribution from central government


           SurreyAlert pathfinder project                            1009            35            35              -
           Partnership projects                                         -           300           300              -
                o Contact management
                o Portal Development
                o Support to community strategy
                    planning
                o Development of the business case                         -           50              -            -


Total central government contribution                                1,009           385           335


Total resources                                                      1,129           545           395             60


*Additional funding by the local authorities to be determined following the outcome of the business case submitted to the
ODPM



6.           MEMBERS OF THE PARTNERSHIP
Elmbridge Borough Council
Epsom and Ewell Borough Council
Guildford Borough Council
Mole Valley District Council
Reigate and Banstead Borough Council
Runnymede Borough Council
Spelthorne Borough Council
Surrey County Council
Surrey Heath Borough Council
Tandridge District Council
Waverley Borough Council
Woking Borough Council




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