Ict Programme Management

Document Sample
Ict Programme Management Powered By Docstoc
					Boston Borough Council


ICT Strategy




 21.12.2006, reference: 5884ICTS_v8B.doc

 Christine Westlake, christine.westlake@socitm.gov.uk, 01692 405597, 07771 622065).
 Socitm Consulting, PO Box 66, Holyhead, LL65 2YB, www.socitm.gov.uk
 Registered office F4 Moulton Business Centre, Redhouse Rd, Moulton Park, Northampton, NN3 6AQ
Boston Borough Council                                                                       ICT STRATEGY


Revision history

    Document ID/version   Status      Date            Reason for issue                       Author
                                                      Initial release of draft Part A only   Christine
    5884ICTS_v2.doc       Draft       29/11/2006
                                                      for information                        Westlake
                                                      Draft Part A as above plus draft of Christine
    5884ICTS_v3.doc       Draft       30/11/2006
                                                      part B                              Westlake
                                                                                             Christine
    5884ICTS_v4.doc       Draft       1/12/2006       Draft Part A and B for CMB
                                                                                             Westlake
                                                      Draft Part A and B following           Christine
    5884ICTS_v5.doc       Draft       5/12/2006
                                                      comments from AM & AC                  Westlake
                                                      Draft Part A following cmb             Christine
    5884ICTS_v6A          Draft       8/12/2006
                                                      5/12/06                                Westlake
                                                      Final version of ICT Strategy
                                                                                             Christine
    5884ICTS_v7A          Draft       14/12/2006      following CMB on 12/12/08 and
                                                                                             Westlake
                                                      further input from various.
                                                      Final draft version of ICT Strategy
                                                                                          Christine
    5884ICTS_v8A          Draft       22/12/2006      for P&D committee briefing
                                                                                          Westlake
                                                      03/01/07

Document approvals and distribution.

    Issuing email file    Issued to which          Approving email file       Approval status
    reference and date1   approvers                references and dates
    5884CW013 issued      Andree Mitchell &                                   Information & comment only
    29/11/06              Andrew Claydon
    5884CW014 issued      Andree Mitchell &                                   Information & comment only
    30/11/06              Andrew Claydon
    5884CW015 issued      Andree Mitchell                                     For CMB Distribution
    1/12/06 (v4)                                                              (superceded by v5)
    5884CW016 issued      Andree Mitchell
    5/12/06 (v5)
    5884CW018 issued      Andree Mitchell                                     For comment and distribution to
    8/12/06 (v6A)                                                             CMB 12/12/6
    5884CW022 issued      Andree Mitchell
    15/12/06 (v7A)
    5884CW025 issued      Andree Mitchell                                     For P&D committee briefing
    22/12/2006                                                                03/01/2007




1This is the explanatory email file name and date (from Socitm) to which the deliverable version was
attached, which email explains what the issue /variation is about and asks for approval where needed

Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
ICT Strategy – 21.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                     2
Boston Borough Council                                                                            ICT STRATEGY


CONTENTS
1   INTRODUCTION ......................................................................................... 5
1.1   Methodology ............................................................................................... 5

2   EXECUTIVE SUMMARY ............................................................................... 7
2.1  Background................................................................................................. 7
2.2  Key Points .................................................................................................. 7

3    SUMMARY RECOMMENDATIONS ............................................................. 10
3.1    Resilient Ring – 2007Q1 .............................................................................. 10
3.2    ICT Working Group – 2007Q1 .................................................................... 10
3.3    ICT Work Programme – 2007Q1 ................................................................. 10
3.4    ICT Structure – 2007Q1Q2 ......................................................................... 10
3.5    Help Desk – 2007Q1 onwards ..................................................................... 11
3.6    E-Financials – 2007Q1-4 ............................................................................. 11
3.7    Revenues & Benefits – 2007Q4 .................................................................... 11
3.8    Website –2007Q1-4 .................................................................................... 12
3.9    CRM and EDRMS – 2009Q1-4 .................................................................... 12
3.10         Zenworks – 2007Q1-2 ......................................................................... 12
3.11         Desktop provision - 2008Q1 ................................................................. 12
3.12         Service Delivery Statements – 2007Q4.................................................... 13
3.13         Disaster Recovery & Business Continuity – V. High Priority ...................... 13
3.14         Information Management – 2008Q1 ...................................................... 13
3.15         Health Warning!.................................................................................. 13

4   EXTERNAL ENVIRONMENT ..................................................................... 14
4.1  Vision ...................................................................................................... 14
4.2  Current position......................................................................................... 15
4.3  Getting there ............................................................................................. 17

5   STRATEGIES AND POLICIES ..................................................................... 19
5.1   Vision ...................................................................................................... 19
5.2   Current position......................................................................................... 19
5.3   Getting there ............................................................................................. 21

6   GOVERNANCE FOR ICT............................................................................ 22
6.1  Vision ...................................................................................................... 22
6.2  Current position......................................................................................... 22
6.3  Getting there ............................................................................................. 23

7   ICT SERVICE PLANNING .......................................................................... 26
7.1   Vision ...................................................................................................... 26
7.2   Current position......................................................................................... 26
7.3   Getting there ............................................................................................. 27

8   INFORMATION MANAGEMENT ............................................................... 29
8.1   Vision ...................................................................................................... 29
8.2   Current position......................................................................................... 29

Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
ICT Strategy – 21.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                     3
Boston Borough Council                                                                             ICT STRATEGY


8.3      Getting there ............................................................................................. 30

9   ICT SERVICE DELIVERY ........................................................................... 32
9.1   Vision ...................................................................................................... 32
9.2   Current position......................................................................................... 32
9.3   Getting there ............................................................................................. 33

10       TECHNOLOGY ARCHITECTURE ........................................................... 35
10.1        Vision ............................................................................................... 35
10.2        Current position ................................................................................. 36
10.3        Getting there ...................................................................................... 37

11       ICT SERVICE ROLE AND STRUCTURE .................................................. 40
11.1         The IT Services Broker role .................................................................. 40
11.2         The IT Utility role ............................................................................... 40
11.3         The Business Change Agent.................................................................. 40

12       IMPLEMENTATION ............................................................................... 41
12.1        Options ............................................................................................. 41
12.2        Action Plan ........................................................................................ 42

13       APPENDIX A – SOCITM SOFTWARE SURVEY 2006 EXTRACTS .............. 47

14       APPENDIX B – CONSULTEES ................................................................ 51

15       APPENDIX C – SWOTS ........................................................................... 55
15.1        ICT Workshop ................................................................................... 55
15.2        Client Workshops ............................................................................... 56

16       APPENDIX D – KEY PROCESSES FOR CMM LEVELS ............................. 57

17       APPENDIX E – OTHER WORKSHOP OUTPUTS ..................................... 58

18       APPENDIX F – CONNECTIVITY REFERENCES ..................................... 58




Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
ICT Strategy – 21.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                     4
        Boston Borough Council                                                         ICT STRATEGY



1       Introduction

        Any ICT Strategy should support the business needs and requirements of the organisation.
        With this in mind Socitm Consulting has looked at the business need and requirements first
        and then considered the capacity and ability of ICT to meet this.

        This document sets out the Council‟s corporate ICT Strategy. Each Department should
        have its own ICT Strategy linking to this, but as a minimum have regard to the level of ICT
        required to support the delivery of the annual Service Development Plan. This recognises the
        supremacy of the corporate ICT Strategy in setting out commonality. Wider ICT Strategies
        should be established for any local strategic partnerships.

        The ICT Strategy is supported by two further separate documents. An ICT Service Review
        that reviews the service considering various aspects and presents three service role options to
        be considered. A Highlight Benchmark report presents the results from a high level
        benchmarking exercise using key performance indicators of the current ICT service at
        Boston Borough Council comparing with other similar authorities.
        1.1     Methodology

1.1.1         The ICT Strategy has been developed through consultation with most internal
        stakeholders, those involved in the Lincolnshire Shared Services Partnership (LSSP) and the
        „resilient ring‟ project and members of Public Sector Working Group (PSWG). A list of
        consultees can be found in Appendix B.

1.1.2        A series of interviews were held face to face and a few using the telephone to determine
        the expectations of the ICT service, level of service received, level of satisfaction, and
        requirements of the ICT Strategy. This included the stakeholders already mentioned plus
        ICT staff.

1.1.3       Three workshops were run to give participants the opportunity to discuss their
        requirements of the ICT service, issues and priorities using various methodologies including
        a SWOT analysis – see Appendix C.

        The Capabilities Maturity Model (CMM), developed by the Software Engineers Institute, was
        also used to determine where the ICT service positioned their service on the model compare
        with where their customers placed them – see figure 1. A description of the key process
        requirements for each level of the model can be found in Appendix D. An explanation for
        the difference may be that the customer is unaware of what ICT does, evidenced during the
        workshops, and what procedures the service should have in place to demonstrate its
        maturity.

        The first workshop was for ICT staff only, the remaining workshops excluded the ICT staff
        to try and ensure an open environment where true opinions could be expressed about the
        service.




        Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
        ICT Strategy – 21.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                     5
        Boston Borough Council                                                      ICT STRATEGY




        Figure 1 - Capabilities Maturity Model



                                     Level 5:
                                    Optimising


                                 Level 4: Managed

                                  Level 3: Defined

                                 Level 2: Repeatable                    Client

                                   Level 1: Initial                          ICT




1.1.4       Socitm Consulting undertook a high level benchmarking exercise. The outputs from
        Boston were compared with similar authorities who had already participated in the Socitm
        Benchmarking process to give an indication of level of ICT service delivery.

1.1.5       The outputs from the interviews, workshops, benchmarking exercise and research have
        been used to inform both the ICT Strategy.

1.1.6        Socitm Consulting wish to thank all those who participated in the workshops and
        interviews without whose help it would not have been possible to produce the ICT Strategy.




        Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
        ICT Strategy – 21.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                     6
        Boston Borough Council                                                         ICT STRATEGY



2       Executive Summary
        2.1     Background

2.1.1       Socitm Consulting were commissioned to produce an ICT Strategy for Boston Borough
        Council. Any ICT Strategy should support the business needs and requirements of the
        council. With this in mind the business needs and requirements were considered first and
        then the ICT service was examined to determine how these requirements might be best met.

2.1.2        Interviews and workshops were run to provide the opportunity for as many staff,
        members, stakeholders and partners as possible to contribute. The extensive information
        base held by Socitm Consulting was used to compare ICT service delivery at Boston with
        similar councils to produce a highlight benchmark report.

2.1.3        This report, the ICT Strategy, is supported by two further documents, The ICT Service
        Review and a Highlight Benchmark Report. A fourth document entitled, ICT Service
        Improvement, Information Security Awareness has been supplied to assist with promoting
        the ICT Security Policy and the ISO17799, Information Security Management standard.

        2.2     Key Points

2.2.1       The benchmark exercise has highlighted that ICT is under-resourced by 2 full time
        equivalent (FTE) staff. This is based on the number of ICT staff supporting all users i.e. 6
        ICT staff for 350 users.

2.2.2        Outputs from the interviews and workshops indicate that the ICT service is generally
        well thought of throughout the council, is good at providing quick fixes to „easy‟ problems,
        but finds it harder to resolve the more complex problems and is constantly fire fighting. This
        is due to the number of staff, lack of work programme and limited skill sets and experience.

2.2.3        The Lincolnshire Shared Services Partnership (LSSP) will provide service delivery and
        technology opportunities for ICT at Boston. The ICT element of this partnership is still to
        be scoped at the time of writing this strategy, but indications are that the partnership would
        enable opportunities for joint procurement that would deliver economies of scale and could
        provide shared risk and reward type contracts with suppliers.

        This would be of particular benefit to the council in the areas of Customer Relationship
        Management, Electronic Document and Records Management and sharing of technical
        support skills. These are areas of work that Boston will find particularly challenging to
        deliver because the solutions and associated skills are expensive to implement but would
        provide service delivery benefits.

        Lincolnshire County Council are implementing a resilient ring project which will provide a
        very high capacity wide area network across the county providing the ability to reduce long
        distance communications costs for the council. The Resilient Ring will also be fundamental
        in supporting the projects and work of the Lincolnshire Shared Services Partnership (LSSP)
        and the Public Sector Working Group (PSWG) which includes the provision of shared
        services, data centres, contact centres and disaster recovery.
2.2.4        In order for Boston Borough Council to be able to take full advantage of the LSSP and
        PSWG work it must align itself with the technologies being used by the majority of the
        partners. Primarily this means that Boston will have to move away from using
        GroupWise/Novell to Microsoft Exchange/Outlook and consider the use of thin client
        where appropriate.


        Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
        ICT Strategy – 21.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                     7
        Boston Borough Council                                                            ICT STRATEGY


2.2.5        It was discovered through the client workshops, that there is limited understanding of
        what ICT does within the council, or indeed, how it could contribute to enhancing service
        delivery corporately. Governance of ICT within the council has also been highlighted as an
        issue.

        To help address these issues Socitm Consulting recommend that an ICT Working Group is
        created. The suggested brief for this group would be:

             To undertake the ICT Governance role
             To provide a forum for presentations to keep the Council updated on the benefits
              and level of appropriateness of emerging technologies for Boston
             To provide input and coordination of ICT requirements to be included within the
              Council‟s Service Development Plans to enable the delivery of those plans
             To agree and monitor the annual ICT work programme
             To agree deviation from the programme should unexpected urgent requirements
              occur during the year so that the associated implications and risks are understood by
              the group.

        This is discussed further in Section 6.
2.2.6         Information Management, ICT Security, Business Continuity and Disaster Recovery are
        all vital functions of the council. The council has no Information Management Strategy, the
        ICT Security Policy has not been reviewed for a number of years, plans for Business
        Continuity are in their infancy and Disaster Recovery is not comprehensive. All these issues
        put the council at risk. Although this situation is not unusual in smaller local authorities it is
        no less important. This has been recognised by the Public Sector Working Group (PSWG)
        who has commissioned some work by Cornwell Management Consultants plc to consider
        options for disaster recovery for the members of the group and will be considering the use
        of the resilient ring to achieve this.

        The council should treat as a priority the production of an Information Management
        Strategy and the revision of the ICT Security Policy in line with ISO17799 that deals with
        not just ICT security, but also physical security, incident management and security of staff to
        name a few areas.

        Full Business Continuity plans should be written, adopted, tested, documented and amended
        on a regular basis. The council should be prepared and practiced for the worst possible case.
        It is understood that some of this work has been done in partnership with Lincolnshire
        County Council and the other Lincolnshire district councils.
2.2.7        The ICT help desk is the shop window for ICT. It should be the first point of contact
        for all queries and problems for all council staff and members. All calls should be recorded
        on the help desk and monitored so as to be able to identify recurring problems, training
        issues, and software and infrastructure performance. With appropriate training the help desk
        should work towards achieving 80% call resolution at first point of contact, this would then
        free up the more experienced technical staff to deal with more complex work.

2.2.8       In order to be able to plan ICT service delivery, it is essential that ICT have an annual
        work programme that has been agreed at a corporate level. One element of the work
        programme has to be procurement and implementation of new or replacement systems. In
        order to know what will be due for replacement the service should have access to a contract
        management system, manual or computerised, that will alert ICT at least 12 months in
        advance to allow adequate resource and financial planning.


        Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
        ICT Strategy – 21.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                     8
         Boston Borough Council                                                          ICT STRATEGY


2.2.9         The workshops highlighted that services receiving an annual ICT recharge have little
         idea of what they are paying for. For Best Value and CPA purposes as well as general good
         practice service heads should understand what makes up their ICT recharge, what they
         should be expecting in levels of service and what ICT expect of them as customers. Rather
         than introduce Service Level Agreements (SLAs) which often involve charging of penalties
         on failure to deliver which is not relevant within an internal service environment, Socitm
         Consulting suggests that the council considers adopting Service Delivery Statements (SDSs).
         SDSs are a „softer‟ version of SLAs and break down the charge into tangible elements such
         as the charge per PC supported, number of hours support a year and so on. SDSs also lay
         out general ICT procedures in a clear and concise manner. Charges from the SDS model can
         then be fed into the annual budget process in accountancy as a percentage of total ICT
         budget.

2.2.10         The website is in severe need of being rejuvenated. This will involve a restructure of the
         site to provide more logical and intuitive access to information and services and ownership
         of information and responsibilities for publishing being clearly defined to ensure that
         information and services are current and relevant. Socitm Consulting recommend that
         service users are the owners of the content that is published on the website relating to their
         service, with the Communications Manager having ultimate responsibility. ICT should be
         responsible for the integrity and performance of the systems supporting the website.

2.2.11        The ICT Service Review presents three structures for the ICT service based on three
         roles for ICT service delivery as described by Gartner research.

              The IT Services Broker role is a very small unit with specialist contract and
               negotiation skills which has chosen to outsource all of its ICT products and services
               to external service providers. This role would have no technical expertise or local
               business knowledge to assist services.

              The IT Utility role is the most straightforward option, responsible for providing
               ICT-based services and operating them with competitive efficiency. Socitm
               Consulting consider that the current ICT service is operating within this role.

              The Business Change Agent role representing an ICT service prepared to align itself
               with the wider business and support strategic objectives, offering skills and
               credibility that can really add value. To achieve this ICT needs to play a more
               proactive and strategic role within the council in order to ensure maximum benefit
               from past and future investments in technology. Socitm Consulting recommend that
               the ICT service adopt this role for future service delivery using a combination of in
               house, partnership and outsourcing service delivery methods as appropriate and
               beneficial to the council.




         Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
         ICT Strategy – 21.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                     9
        Boston Borough Council                                                       ICT STRATEGY



3       Summary Recommendations
        A full implementation plan can be found in Section 12.

        3.1      Resilient Ring – 2007Q1

3.1.1         Take advantage of the Resilient Ring project. Connection to the resilient ring will:
               Enable the council to make savings on the costs of running long distance leased lines.
               Allow replacement of DSL lines to remote sites including the crematorium and the Haven
                 and the high-speed link (LES10) to Fen Road.
               Enable shared Internet provision.
               Support shared service provision.
               Provide a robust vehicle for business continuity and disaster recovery
        3.2      ICT Working Group – 2007Q1

3.2.1         Set up a corporate ICT working group as detailed in Section 5 to enable:
               ICT Governance
               Increase corporate ICT awareness
               ICT inclusion in the Service Development Plans
               Creation and monitoring of an ICT work programme
               Corporate decisions on deviation from work programme with understanding of
                  associated risk and consequence of decision.
               Member and user involvement
        3.3      ICT Work Programme – 2007Q1

3.3.1      An ICT Work Programme should be agreed through the ICT Working Group and be
        monitored on a regular basis.

3.3.2       Quarterly reporting of the ICT Work Programme and update from ICT Working Group into
        Audit and Governance Committee

        3.4      ICT Structure – 2007Q1Q2

3.4.1         Adopt the Business Change Agent role for ICT service delivery by:
               Using the suggested structure.
               Writing job descriptions and person specifications.
               Evaluating the new job descriptions.
               Recruiting to the new structure.
3.4.2         The service delivery methods should employ a mix of:
               In house provision so as to retain the local understanding and knowledge of the business
                 of Boston Borough Council.
               Partnership working through the LSSP to be able to take advantage of economies of scale
                 for joint procurement.
               Selective outsourcing where it can release internal resources for new projects, or supply
                 specific skills that are required but are not available through the Partnership.




        Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
        ICT Strategy – 21.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    10
        Boston Borough Council                                                           ICT STRATEGY



        3.5       Help Desk – 2007Q1 onwards

3.5.1         Promote and enhance the level of service offered by the ICT help desk by:
               Adopting the Information Technology Infrastructure Library (ITIL) standards.
               Reviewing the software being used to ensure fitness for purpose and budget. If it is not
                 procure an alternative that is.
               Working towards an 80% resolution target at first point of call.
               Continuing to develop the skills and experience of the ICT help desk staff.
               Promoting the ICT service.
               Ensuring that all calls are recorded and escalated in accordance with agreed service level


        3.6       E-Financials – 2007Q1-4

3.6.1       This system s not being used to its full potential. Socitm Consulting recommend that the
        council seriously considered keeping e-financials and extending the contract for a further 5 years
        because:
             It is the most popular financial management package (Socitm Software Survey 2006).
             LSSP may consider a joint procurement for financial management in the future.
                 Significant investment has already been made in this application and it would be prudent
                 to maximise this investment during the next 5 years.
             The finance department may consider that although they are not happy with the system,
                 they already have a tight programme of work including the base budget work so would
                 not have the capacity to enter into a procurement situation at this time.

        Should the council decide to follow this recommendation, Socitm Consulting suggest that:

                 There should be a health check carried out on the system by the supplier, Cedar.
                 A full retraining programme for all staff that use the system.
                 The council should consider using the supplier of e-financials, thus reducing the number
                  of suppliers involved in this solution, to support Oracle 8i while moving forward with
                  the recommendations from the health check. This will probably include a
                  reconfiguration of the system, a training programme and an upgrade to Oracle 10f and e-
                  financials 3.4.
        3.7       Revenues & Benefits – 2007Q4

3.7.1        This contract is a perpetual software licence contract so the actual software contract itself is
        not an issue. Support and maintenance is due to finish next year and will have to be reviewed.
        There may be the opportunity to achieve reduced costs through negotiation of the various
        contracts.

3.7.2        The council should be aware that Revenues and Benefits is an area identified by the LSSP as
        one being considered for shared service delivery. Socitm Consulting therefore recommend
        renegotiating the support and maintenance for a period of time that would align Boston with the
        shared service project timetable allowing time for data conversion and migration over to a new
        system should the partnership decide on an alternative solution to Academy.




        Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
        ICT Strategy – 21.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    11
         Boston Borough Council                                                          ICT STRATEGY



         3.8      Website –2007Q1-4

3.8.1         The website should be the shop window of the council. The website should contain up to
         date relevant information that is easy to find and provide access to transactional services. The
         current website was ranked as a „C‟ontent only (Better Connected 2006). It is strongly
         recommended that:

                Joomla, the content management software currently being used is adequate for Boston
                  and should be retained since it is a cost effective product that is functionally fit for
                  purpose.
                The website style and templates are redesigned, content reviewed, staff retrained in
                  publishing information and more transactional services are made available.
                External consultation is carried out to determine what the public want and how the
                  website can help them.
                The communications officer is responsible for published content.
                That the council, over the next few years endeavour to improve its Better Connected
                  rating from „C‟ontent to a „C‟ontent + rating or even a „T‟ransactional rating.
         3.9      CRM and EDRMS – 2009Q1-4

3.9.1         Boston should participate in any partnership projects for implementation of both corporate
         Customer Relationship Management (CRM) and Electronic Document and Records Management
         (EDRM) Systems. Both these systems should include corporate workflow and business process
         re-engineering in order to be fully effective. These systems can be costly and resource hungry to
         implement, but the benefits can improve service delivery and the customer experience. By
         participating in a joint procurement and implementation project the negative impacts can be
         reduced through economies of scale and joint responsibility for support and implementation.

         3.10     Zenworks – 2007Q1-2

3.10.1       The Zenworks system should be rolled out across the entire council to enable remote
         support. This will reduce the amount of time ICT staff are out of the office and therefore should
         improve performance of the help desk.

         3.11     Desktop provision - 2008Q1

3.11.1        ICT should enter into a draw down type supply contract for the provision of PCs and
         laptops. By having a standard specification, build standard and disposal procedure. Quality
         control and contract monitoring would have to be effective. A third party could provide this
         service by:
              Receiving the request
              Building the PC to pre-agreed specification and standards.
              Deliver to the council and install on user‟s desk
              Remove old equipment and either re-commission or dispose according to ICT‟s
                  procedures.
              Remove packaging.
3.11.2         This would benefit the council by:
                Freeing up help desk staff, who can then concentrate on improving the help desk service
                Reducing the cost of PCs and laptops through economies of scale.
                Providing a standard specification and build standard to the council.



         Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
         ICT Strategy – 21.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    12
         Boston Borough Council                                                       ICT STRATEGY



         3.12   Service Delivery Statements – 2007Q4

3.12.1        ICT should consider implementing Service Delivery Statements to inform users of what they
         are getting for their ICT recharge. Socitm Consulting would be pleased to help with this work if
         required. The introduction of SDS has to compliment the budget preparation cycle.

         3.13   Disaster Recovery & Business Continuity – V. High Priority

3.13.1        Develop comprehensive business continuity plans and ICT disaster recovery plans for the
         council by working with the PSWG, LSSP and the Lincolnshire Resilience Partnership. These
         should cover the business requirements including communications infrastructure, equipment and
         hardware, data and systems and will involve all current third party ICT suppliers. These must be
         regularly practiced and tested, documented and amended. Staff must be aware of their roles in
         these plans

         3.14   Information Management – 2008Q1

3.14.1        The council should develop an Information Management Strategy aligned to ISO15489 and
         review the ICT Security policy. Both should use the principles of ISO17799. These should be
         promoted and regularly updated.

         3.15   Health Warning!

3.15.1       This presents a vast work program for the next few years. This must be prioritised, resourced
         properly and managed using project and programme management methodologies, identifying the
         necessary skills and experience to ensure successful project delivery.




         Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
         ICT Strategy – 21.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    13
        Boston Borough Council                                                          ICT STRATEGY



4       External environment
        4.1      Vision

4.1.1         Citizen expectations

        Citizens expect the Council to be accessible both during and outside of normal office hours
        via the website and extended hours by telephone; to provide a reasonable (and consistent)
        level of response to queries, ordering and purchasing of services. They will also expect any
        response to be informed by all transactions relevant to the citizen and will not expect to have
        to contact services within the Council individually.
        Citizens in their communities will expect the Council to provide help for communities in
        using technology for administration, and in order to publicise themselves and their activities.

        Citizens are receivers of the Council‟s services and as such are stakeholders. Representatives
        should be consulted for their input and feedback, especially on ICT developments such as
        access to services via the Website and the potential for links from the Council‟s website to
        other sources of information and services such as the County Council and the Citizens
        Advice Bureau.

4.1.2         Government policy

        Government policy is to use electronic methods to modernise government: to provide
        joined-up transparent government that uses ICT to streamline service delivery, to empower
        the front-line and reduce costs in the back office. The Government has been running a
        number of National Projects as part of the modernisation agenda which may present
        possible benefits for Boston.

        The Government published a set of e-Government Priority Outcomes
        (www.localegov.gov.uk/en/1/priorityoutcomes.html) for local authorities to be achieved by
        31st December 2005 (29 „required outcomes‟, to be delivered online) and 1st April 2006 (25
        „good outcomes‟, where individual Local Authorities could choose how these are delivered).
        This work should now be nearing completion. In addition, the government have produced
        further policy documents including Transformational Government and the Local
        Government Response to Transformational Government in which it states…….

               „We believe that local government has a particularly important part to play in shaping
               local public services on behalf of communities. Although no single organisation can
               deliver everything on its own, local authorities are in many ways ideally placed to
               articulate local needs and to offer local leadership (as documents such as the Local
               Government Association‟s The Future is Local have argued) because they are:
                     Democratically elected, accountable and visible
                     Connected to place and local people‟s needs and aspirations
                     Endowed with powers to promote community well-being
                     Used to balancing competing priorities for their areas and brokering local
                        partnerships
                     Already responsible for a high proportion of all government interactions with
                        citizens
                     Demonstrating a good (and improving) track record of delivering services on
                        the ground‟




        Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
        ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    14
        Boston Borough Council                                                       ICT STRATEGY



4.1.3       The following emerging technologies are currently recognised as having potential to
        change the Council‟s ICT strategy:
             Universal broadband and wireless communications – enabling mobile working and
                working from home;
             Digital TV – providing an alternative electronic channel to those homes without PCs
             Video conferencing – further enabling mobile and home working and providing
                another method of communicating with citizens, suppliers and other stakeholders;
             Smart Cards – providing citizens with proof of identity and ability to use both
                Council and other local services (e.g. transport);
             Biometrics –three out of four members of the UK public say they are in favour of
                wider biometrics usage to enhance their security. This is according to the recent
                Biometrics in Britain Study 2006, from document and identity security specialists
                TSSI Systems – becoming widely used in the finance sector for security and access
                purposes. Also being trialled in a Scottish school, using palm vein recognition for
                charging for school meals.
             Mobile telephony – including 3G and GPRS
            Using SMS and other mobile technology to communicate and consult with citizens

        4.2    Current position

4.2.1        Boston Borough Council concluded in presenting their Implementing Electronic
        Government Return 2006 (IEG6) that not all the priority outcomes were appropriate to the
        council at the time of writing and that they would be reconsidered as part of the Customer
        Service and Access Strategy and the ICT Strategy.

4.2.2        The council has made good progress in procuring solutions to meet the e-government
        and priority outcome requirements and has partially implemented them. However, for the
        Council and the public to gain maximum benefit from this investment the solutions should
        be fully implemented and utilised across all relevant services and customer take up of e-
        services should be encouraged. For example Council Tax e-billing, viewing of Council Tax,
        Housing Benefits and Business Rates online accounts. Increased use of these facilities will
        also improve the council‟s BVPI157 compliance.

4.2.3       The Lincolnshire Shared Services Partnership (LSSP) has the potential to achieve
        economies of scale through joint specification, procurement, implementation and support of
        technologies that would enhance service delivery to the public such as Geographical
        Information Systems (GIS), Customer Relationship Management (CRM) and Electronic
        Document and Records Management (EDRM). It also provides the opportunity for joint
        support on some of the technologies that do not require full time support at any single
        authority and for exploring joint delivery of selected services.




        Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
        ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    15
        Boston Borough Council                                                         ICT STRATEGY


4.2.4        Lincolnshire County Council has started the implementation of their Resilient Ring (RR)
        project. This is a very high capacity Wide Area Network (WAN) supplied by BT with a
        capacity of a 2GB channel and the ability to add an extra 31 x 2GB channels. This will
        provide the ability to reduce long distance communications costs via leased lines and enable
        the replacement of the point to point DSL links to remote sites including the crematorium,
        the Haven, and the high speed link (LES10) to the Fen Road Depot. The Resilient Ring
        project will also provide the potential for shared services, data centres and contact centres,
        disaster recovery and centralised support. Following agreement on common architecture and
        connection to the ring, this could enable shared Internet provision. The RR is scheduled to
        be available in spring 2007 and will have 10 points of presence throughout Lincolnshire. The
        East Midlands Broadband Consortium (EMBC) provides broadband connections to schools
        through 13 points of presence. Both the RR and the EMBC solutions are based in the BT
        exchanges. It is highly likely that both will be merged in the future. The charging structure
        for access and use of the RR is uncertain at the moment, however initial indications are that
        individual authorities will be expected to fund the access circuits to the RR and use of the
        shared ring could be free.
        Cornwell Management Consultants plc has been commissioned by PSWG to produce a
        report on the options for members of the group for ICT Disaster Recovery (DR). Their
        report is due to be delivered early 2007. Options being considered include the use of the
        Resilient Ring for Disaster Recovery.

4.2.5        The Lincolnshire Research Observatory (LRO) www.research-lincs.org.uk is a
        partnership of organisations across the County who aim to share and improve access to
        quality information across Lincolnshire. There is a possibility of being able to implement a
        shared GIS and GIS data exchange for the County who use the same GIS product as
        Boston, MapInfo. The prime objectives of the LRO are to:-
             act as a single point of reference for information on the County;
             improve the availability and use of this information;
             raise levels of expertise and capacity amongst partners;
             reduce the duplication of effort and research fatigue;
             provide a seamless approach to data provision.
4.2.6       The Shared IT Support work stream of the PSWG has, in addition to Shared Disaster
        Recovery and the sharing of IT skills, implemented out of hours support for Councillors IT.
        This service is provided to districts at a low cost by HBS, the strategic partner of
        Lincolnshire County Council (LCC) with the current year‟s costs being funded by grant
        funding.

4.2.7        The PSWG are also running with a number of other projects related to e-government
        including:
              The implementation of a Lincolnshire wide procurement card (with partners
                including the Police, NHS and Lincoln University). This scheme may be extended to
                other partners including, for example, the Welland partnership and North East
                Lincolnshire. This project is funded by the East Midlands Regional Centre of
                Excellence (EMRCoE)
              Smart Card pilot implementation for leisure and libraries between East Lindsey
                District Council (ELDC) and LCC.
              Succession planning for LincUp (the Lincolnshire Portal).




        Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
        ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    16
        Boston Borough Council                                                          ICT STRATEGY



4.2.8        The council recognises the Government Connect project as being important in the
        future for the council. Indications are that the council will be required to use this channel to
        submit government returns, paper returns will no longer be permissible, as well as using it as
        a secure link for the transmission of sensitive data. Boston has previously sent a letter of
        intent to central government together with other members of PSWG. The partnership is
        currently in discussions with the Government Connects project with regard to pricing
        structure and implementation offers.

4.2.9        Government have run a programme of National Projects that has now finished. These
        projects pulled together the knowledge and experience of councils, central government, the
        private sector and others to define and deliver key priority services and local e-government
        building blocks to help councils transform the business of government and meet the
        Gershon efficiency agenda. These projects were completed to varying levels of success. Cap
        Gemini was commissioned to quantify the benefits of six of the National Projects. Links to
        the finding are below:

                 Customer Relationship Management (CRM)

                 Mobile Working (Project NOMAD)

                 Planning and Regulatory Services (PARSOL)

                 Enterprise Workflow

                 Council Tax and Business Rates Evaluation (Valuebill)

                 Local Authority Websites (LAWs)
        See www.localegovnp.org for further information on the National Projects.


        4.3       Getting there

4.3.1        Customer Relationship Management () and Electronic Document and Record
        Management Systems (EDRMS) should be projects for consideration in partnership with the
        Lincolnshire Shared Services Partnership, since these can be expensive projects to procure
        and implement successfully. To gain maximum benefits from these technologies both of
        these projects should include workflow and business process re-engineering. Joint
        procurement and implementation projects have the potential to deliver solutions at less cost
        than through an individual procurement process and have the added benefit of taking
        advantage of shared risk and reward scenarios that may be attractive to a supplier.

4.3.2        The Customer Service and Access Strategy has recommended a few short term
        measures including the installation of ICT systems in the interview rooms, which, since
        customer services is one of the main work streams being considered by LSSP, could be
        included in this work stream.

4.3.3        The council should take the opportunity to revisit all technologies purchased to meet
        the e-government and priority outcomes agenda with a view to identifying where further roll
        out or implementation of the existing products would gain greater benefit for the council‟s
        services. For example, the annual maintenance cost for the “Direct Public” element of the
        Revenues and Benefits system/website ability to view account information has an annual
        maintenance charge of approximately £12,000. Internet payments have an annual charge of
        around £4,000. Not promoting the use of these, fully implementing all their functionality and
        achieving savings is a waste of money.

        Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
        ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    17
        Boston Borough Council                                                          ICT STRATEGY


4.3.4        The Lincolnshire Shared Services Partnership has, as already mentioned, a lot of
        potential for its partners. However, being a member of this partnership should not mean that
        the council is tied and committed to implement everything that is proposed by the
        partnership. There must be a benefit to Boston. There should be an understanding in the
        partnership that there are key elements that all partners would be expected to subscribe to,
        for example the resilient ring, but that other elements should be considered to be optional,
        possibly because the partner has a funding or resource issue that would mean they would be
        unable to implement at that time but may like to later on, or that their technology would not
        support the proposed element e.g. a shared revenues and benefits service. Joint procurement
        could still take place, but with a phased approach for implementation. This would have the
        advantage of the ability to negotiate significant discounts, but the disadvantage that a service
        provider for an individual authority could, perhaps, provide a reduced level of service if the
        procurement decision had not gone their way, which would require more stringent contract
        monitoring.

4.3.5       Any re-development of the website should include input from external stakeholders, for
        example The Citizen‟s Advice Bureau, other voluntary sectors and local businesses perhaps
        through the local Chamber of Commerce, within the Borough, since they will have valuable
        experience that can be used to improve services being delivered through this channel.

        The highlight benchmark report prepared by Socitm Consulting recommends that the
        council should endeavour to attain a Content + ranking, next year for the website on the
        Better Connected survey. The Better Connected rankings are:

             P (promotional) – to be removed for the 2007 edition of Better Connected.
             C (content)
             C+ (content plus) - equates to a website that provide very useful content and
              advanced online self-service features
             T (transactional)
             E (excellent) – to be introduced for the 2007 edition of Better Connected. The
              website will have to be ranked as transactional but will also be effective, efficient and
              engaging




          External Environment - Key Issues

                  Consider joint procurement and shared service provision for CRM and EDRMS
                   with the LSSP
                  Install ICT systems in interview rooms.
                  Understand what LSSP proposals mean for Boston and identify the benefits for
                   the council before signing up to each development.
                  Maximise the benefits to be gained from the e-government investments
                  Monitor progress of National Projects and identify any appropriate benefits for
                   Boston
                  Include external stakeholders in re-development of website
                  Improve Better Connected rating.




        Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
        ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    18
        Boston Borough Council                                                           ICT STRATEGY




5       Strategies and Policies
        5.1      Vision
        All the strategies and policies of the Council should compliment and support one another.
        They should be live documents that are understood by all levels of the organisation and are
        regularly reviewed and revised. All strategies and policies should include consideration to
        funding, personnel and ICT issues, which should be developed by seeking expert advice
        from the council‟s service providers.
5.1.1        Community Strategy
        The Community Strategy should detail the priorities and objectives for the next five years
        based on local needs and community aspirations. The Local Government Act 2000 places a
        duty on all local authorities and their partners to produce a Community Strategy to improve
        the economic, social and environmental well-being of their area.
5.1.2        Corporate Plan
        The Council‟s Corporate Plan, 2004 to 2009, contains seven priorities and 24 objectives that
        align very closely to the Community Strategy. One of the objectives, under “A Listening and
        Improving Place”, is to provide quality services that can be accessed easily. The Plan was
        reviewed in February 2006, leading to a focus on a smaller number of priorities for
        improvement in the short-term.
5.1.3         Customer Services and Access Strategy
        The Customer Services and Access Strategy should outline the various access channels
        promoted by the Council to disseminate information and deliver services. A key factor to
        this is to ensure that regardless of the channel used the citizen will receive the same excellent
        level of service and a consistency of current, relevant information.
5.1.4        Communications Strategy
        The Communications Strategy should detail the communication channels to be used by the
        council to promote its services and how it will communicate with members of the public, the
        press and general publicity.
5.1.5         Information Management Strategy
        The Council should adopt principles for managing information systematically and robustly,
        and making it readily available to those who need it (subject to compliance with legislation
        relating to information security and information-handling generally).
5.1.6         ICT Security Policy
        Information and supporting technologies are a key resource to any organisation. The Council
        should ensure that the ICT Security Policy is robust and is as a minimum working towards
        the principles of ISO17799, The Code of Practice for Information Security Management.
        There is a responsibility on the Council to be able to demonstrate that the information about
        its customers and the systems that it is held on is secure and robust and is only used for the
        reasons agreed. There will come a stage where partners and third party suppliers may not
        work with Boston if the council is not seen to be working in this direction e.g. Government
        Connect‟s Code of Connection (CoCo).
        5.2     Current position




        Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
        ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    19
         Boston Borough Council                                                         ICT STRATEGY


5.2.1        In the development of the majority of strategies there is little apparent evidence of
         having sought at the outset the expert advice of the council‟s ICT service providers or the
         opinions of those who would be using the services being delivered by the strategies and
         those of the citizens. ICT appears to be an afterthought rather than being a key enabler that
         could affect the degree of success of the strategies.

5.2.2         The current Community Strategy was adopted in 2004 and is overseen by the Boston
         Area Partnership, which is Boston‟s Local Strategic Partnership. Work on reviewing the
         Strategy will commence in 2007. This umbrella document links to the Local Plan (now the
         Local Development Framework) for the delivery of planning and land use priorities and the
         Boston Masterplan for the delivery of the economic and regeneration priorities. The Boston
         Masterplan is overseen by the Boston Area Regeneration Company. The Community
         Strategy also complements the Housing Strategy, which addresses the housing needs of the
         Borough.

5.2.3         The Council‟s recently adopted Communications Strategy 2006 - 2009 has an objective
         to improve the website. This has been strongly highlighted during the workshops.

5.2.4        The Council currently has no Information Management Strategy, although Data
         Protection principles are applied as a result of the work undertaken in legal prior to the
         departure of the Borough Solicitor. There is a Freedom of Information (FoI) Officer in
         Legal and Democratic Services and Head of ICT is, at the time of writing this strategy, the
         Data Protection (DPA) Officer, a role that previously resided in Legal. Training for FoI and
         DPA has been rolled out via the Intranet and all staff should have now completed it.

5.2.5       The Records Management Strategy, which includes retention guidelines, was adopted in
         November 2004 and is therefore due for revision.

5.2.6        A Freedom of Information Code was also adopted in November 2004.

5.2.7         The Council currently has an ICT Security Policy which is now outdated and needs to
         be reviewed. Socitm Consulting has provided a case study for information on information
         security awareness as a separate document.

5.2.8         In the Performance Improvement Plan 2006-2007, seven priority areas for
         improvement have been identified. The seventh is to provide quality, customer focused
         services for which ICT which is a key enabler.

5.2.9          The Borough Council, via the Local Strategic Partnership, will be assisting Lincolnshire
         County Council with accessibility planning. Accessibility planning in Lincolnshire focuses on
         promoting social inclusion by tackling the accessibility problems experienced by those living
         in a rural county. There will be a specific focus on improving access to those services, which
         have the greatest impact on life opportunities – jobs, health care, learning and food shops –
         along with other key service centres such as post offices, leisure services and libraries.

5.2.10       The Boston area is home to many different communities. Following a recent Best Value
         Review of Community Cohesion the Council has adopted the following vision:-

                 "To create an environment where people from all ages, backgrounds and cultures
                 value and respect each other, are provided with similar life opportunities and can
                 play a full part in building a prosperous economy and flourishing community"

5.2.11        Boston Area Partnership produced a Community Cohesion Strategy in June 2005, which
         is currently under review. Community cohesion and access to services also feature as
         headline challenges within the draft Local Area Agreement for Lincolnshire.


         Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
         ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    20
         Boston Borough Council                                                           ICT STRATEGY


5.2.12        The Council's Generic Equalities Scheme is currently being updated and is expected to
         be adopted in January 2007.



         5.3     Getting there

5.3.1         There should be an active liaison between ICT, Corporate and Service Strategies to
         ensure alignment between the ICT Strategy and other plans of the Council (in order to
         achieve and maintain a common vision).

5.3.2         All strategies, including the ICT Strategy, should be considered to be „live‟ documents
         that are regularly reviewed and promoted. They should be written in such a way as to be
         easily updated and the process for their adoption to be thorough but rapid, all updates being
         published to staff and members immediately after adoption.

5.3.3         The Council should formulate, adopt, implement and maintain an Information
         Management Strategy, including an Information Security Management System supported by
         the appropriate technology. This strategy should comply with and support all current
         relevant legislation and should be managed by either the legal or ICT service. The
         Information Management Strategy should comply with ISO17799, The Code of Practice for
         Information Security Management, which covers security for not only ICT issues but also
         security of data, physical security, business continuity, disaster recovery, incident
         management including escalation and consequence, risk mitigation, security of staff,
         contractors and visitors. Consideration should be given to where the responsibility for this
         should lie. It is the opinion of Socitm Consulting that the role of Information Management
         should be within the Information, Communication and Technology service where it would
         support the council‟s services through systems procurement, implementation, support and
         maintenance and ensuring the resilience of the councils ICT systems.

         The issue of the use of „live‟ or „real‟ data for systems testing must be resolved and
         documented.

5.3.4         The ICT Security Policy should be reviewed as a matter of urgency and should adhere
         to current best practice including the principles of ISO17799 that draws attention to the
         need for all employees and members to receive awareness training. ICT and HR should have
         a joint responsibility for ensuring that it is enforced through spot checks, education and
         terms and conditions of employment.

           Strategies and Policies - Key Issues

                   All corporate and service strategies should be linked and compliment each other.
                   All strategies should be „live‟ documents, being regularly reviewed and updated.
                   The council should formulate, adopt, implement and maintain an Information
                    Management Strategy, review the Data Protection policy and associated
                    procedures and decide where the responsibility of Information Management
                    should be.
                   The ICT Security Policy should be reviewed in the full context of ISO17799 as a
                    matter of urgency and enforced. All staff and members should receive awareness
                    training.




         Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
         ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    21
        Boston Borough Council                                                           ICT STRATEGY



6       Governance for ICT
        6.1      Vision

6.1.1         ICT investment

        Investment in ICT should be linked to Council objectives and provide sustainable funding
        for the ICT infrastructure (network, telecommunications, desktop, databases and
        applications software).

6.1.2         ICT policies

        There should be a cogent and coherent set of ICT policies covering:
             Security and confidentiality;
             Access to and use of ICT services;
             Information sharing;
             ICT skills that the Council‟s workforce need;
             Project management.
6.1.3         Organisation of ICT function

        ICT should be organised and delivered through a rational combination of corporate and
        departmental service delivery responsibilities within a common overall direction in order to
        meet the business needs of the council.

6.1.4         Risk management

        ICT projects and services should be subjected to systematic risk assessment to support a
        consistently high standard of service delivery. Risk mitigation should be applied as
        appropriate to all projects.

6.1.5         Prioritisation process

        New developments (and other major projects) in ICT should be supported by well-
        structured documentation/business case. Competing priorities of proposed projects should
        be assessed by the application of weighting criteria that reflect Council priorities, core values
        and service imperatives (e.g. compliance with legislation).

6.1.6         Business continuity

        The business continuity of Council services (which is the prime responsibility of the relevant
        Heads of Service) should be supported by service level guarantees. Given the similar nature
        of business continuity provisions, there should be a co-ordinated approach to alternative ICT
        service delivery routes and methods, and to ICT disaster planning.

        6.2      Current position

6.2.1        Sustainable investment for ICT is crucial to balancing the annual budget. Whilst capital
        funding can be used to kick start projects, for example IEG funding, there is always a
        funding requirement for ongoing support, maintenance and upgrading. Boston have a
        particularly difficult financial position to deal with over the next few years, so spend on ICT
        must be able to demonstrate benefits either of cost or improvement in service delivery.




        Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
        ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    22
        Boston Borough Council                                                         ICT STRATEGY


6.2.2        Although considerable work has taken place over the past year on Business Continuity
        Planning at the council (the council is one of the most advanced in the county), Business
        Continuity and Disaster Recovery are not yet comprehensively implemented throughout the
        council putting the council at serious risk. In addition to Business Continuity planning work
        currently being coordinated by the Lincolnshire Resilience Forum, work is being carried out
        through the PSWG to consider options for shared ICT disaster recovery.

6.2.3        Since the council does not have an annual ICT work programme it is unable to prioritise
        work, or assess the associated risks. A standard project management methodology has begun
        to be promoted in the council, but generally projects are not being managed consistently,
        since a variety of project management methodologies have been used in the past.

        6.3      Getting there

6.3.1         ICT Governance needs to cover:
               ICT Strategy review
               Forward planning and research into use of ICT within Boston Borough Council
               Accountabilities, standards, policies and guidelines on the use of ICT
               Priorities and resources
               Work programme formulation and monitoring
               Risk management
               Business Continuity of ICT services
               Co-ordination (including of training), dissemination of good practice
               Monitoring of ICT service delivery performance, security, quality and best value
               Oversight of (relevant) applications acting as corporate client including Financials &
                 HR; asset management; Performance and Risk Management, GIS; LLPG; CRM;
                 EDRMS; e-mail; Intranet.
               ICT Infrastructure client role: ICT architecture; ICT security; integration of
                 corporate and departmental systems; disaster recovery and back-ups; corporate
                 networks; desktop services
               Management and support of departmental applications
               ICT procurement
6.3.2       The Council will review how this is to be achieved, perhaps as a function of an ICT
        working Group.

6.3.3         The suggested brief for such a group would be:
               To undertake the ICT Governance role
               To provide a forum for presentations to keep the Council updated on the benefits
                 and level of appropriateness for Boston of emerging technologies
               To provide input and coordination of ICT requirements to be included within the
                 Council‟s Service Development Plans to enable the delivery of those plans
               To formulate and monitor the annual ICT work programme
               To agree deviation from the programme should unexpected urgent requirements
                 occur during the year so that the group understands the associated implications and
                 risks.




        Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
        ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    23
        Boston Borough Council                                                         ICT STRATEGY



6.3.4       Membership of the group should be:
             A „super user‟ or other suitable representative from each service of the Council with
              the ability to appreciate the corporate implications
             A Councillor to represent the Members – perhaps the portfolio holder
             Head of ICT will represent ICT
             Any relevant members of the ICT or other service areas for specific issues as
              required

        It may take some time for the group to have the right dynamic and composition. The key
        requirements should be enthusiasm, authority to contribute to decisions, an understanding of
        the corporate implications and risks of ICT and a thorough understanding of the represented
        service.
        The ICT Working Group should report into the Corporate Management Board after every
        meeting. It should also report into the Audit and Governance Committee giving progress on
        the delivery of the agreed annual ICT work programme and ICT Strategy.

6.3.5       The group should meet on a regular basis, 4 or 6 times a year so that the meetings tie in
        with the service development plan schedule and the budget process. Agendas should be
        produced and minutes taken which would be presented to the following Corporate
        Management Board by the Head of ICT. ICT staff should also be included in the circulation
        of both the agenda and the minutes.

6.3.6        It is recommended that the Chairmanship of the group should remain with a senior
        member of the group such as the Portfolio holder until the group has become established. It
        is expected that this would take approximately 6 months. After this time a rotational
        chairmanship might be considered as this would provide a training and experience
        opportunity and would reinforce that the group is not an ICT group but a business driven
        group with ICT providing the enablement and technical „expert‟ role.

6.3.7        Robust business continuity and disaster recovery in ICT is fundamental to the delivery
        of the council‟s services given the dependence of the services on ICT to be able to deliver
        services to the public. ICT should have a disaster recovery plan to cover all communications,
        network infrastructure, systems and data for the council. This plan should be rehearsed on a
        regular basis, lessons should be learnt and the plan modified as systems change and lessons
        are learnt. These plans should be developed and maintained in conjunction with the business
        continuity plans of the council‟s services.

6.3.8        The highlight benchmark report suggests that the investment in ICT is low at the
        council. Sustainable funding is important for ICT and there is an opportunity to supplement
        internal funding of ICT through the projects being delivered through the Lincolnshire
        Shared Services Partnership and possibly other external funding streams such as the Rural
        Development Agency, European funding and others.

6.3.9        ICT has taken advantage of the funding provided through the e-government
        programme. Most of this funding would have been treated as capital. However, there is
        always an ongoing maintenance and support element of any ICT project that is usually
        treated as revenue. Ensuring that once the project has been implemented that it is financially
        sustainable is an important part of any solutions evaluation.




        Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
        ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    24
Boston Borough Council                                                       ICT STRATEGY




  Governance for ICT- Key Issues

         Set up an ICT working group responsible for ICT Governance
         Write a comprehensive ICT disaster recovery plan that is tested and updated on
          a regular basis.
         Ensure that all service business continuity plans include plans for ICT provision
          in the event of a disaster.
         Ensure that all funding for ICT is sustainable.
         Identify external funding opportunities.




Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    25
        Boston Borough Council                                                           ICT STRATEGY



7       ICT Service Planning
        7.1      Vision

7.1.1         Development plan

        A comprehensive managed, prioritised programme that is co-ordinated between corporate
        and departmental projects in line with departmental ICT strategies.

7.1.2         Investment plans

        External funding and other procurement routes should be proactively sought.

        Procurement should be co-ordinated to optimise resources to ensure economies of scale.
        This includes collaboration with other councils and public bodies in partnership for
        procurement effectiveness. Buying and selling of ICT services should be benchmarked
        against external provision and against best practice.

        Resource requirements for project implementation and, once implemented, for service
        delivery and ongoing maintenance and support should be identified and sourced
        appropriately.

        The sustainability, stability and performance of the Council‟s ICT infrastructure should be
        ensured through capacity planning and lifecycle planning.

7.1.3         Skills plans

        Training and recruitment of ICT specialist staff should be planned to meet the business
        requirements and delivery of the annual work programme. Users of ICT should receive
        adequate, timely training to ensure that they have the skills necessary to get the best out of
        the ICT systems and information available.

7.1.4         Programme and project management

        The council should use a corporate project methodology based on Prince2. This would
        include the use of standard project documentation with a corporate programme role to
        support, co-ordinate and monitor across projects. All project management should include
        post implementation reviews and contract monitoring.

        7.2      Current position

7.2.1       There has been no formal co-ordination across the various ICT projects and ICT
        requirements of services, however, the introduction of the e-Government priority outcomes
        and other initiatives, e.g. Pendleton requirements for e-Planning, have raised the profile of
        ICT and how it can improve service provision within service areas.

7.2.2       Whilst revenue and capital ICT budgets are reviewed each year there are no formal long-
        term investment, skills or infrastructure plans, because there is no corporate ICT annual
        work programme, since all resources were focused on delivery of the programme of work
        associated with e-government and priority outcomes.

7.2.3        The Council has recently adopted a corporate project management methodology based
        on Prince 2 called WPM – Simply Projects, but it has yet to be fully implemented across the
        council. ICT are not automatically called to provide „expert‟ advice at the start of a new
        project.


        Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
        ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    26
        Boston Borough Council                                                          ICT STRATEGY


7.2.4        There is no ICT programme management function currently within the Council. There
        are also minimum project management skills, although the council is trying to address this
        through training, actual experience gives the added value.

7.2.5        Work on compiling registers of software, hardware and skills has been started but needs
        to be completed.

        7.3     Getting there

7.3.1       Assemble and maintain a comprehensive programme of ICT projects and service ICT
        requirements. Section 11 provides the basis of this work programme. Management of this
        would be the responsibility of the ICT working Group.

7.3.2        Establish and maintain sustainable budgets for infrastructure support and renewal. This
        includes a renewal programme for all PCs, laptops and desktop printers that is agreed and
        monitored by the ICT working group. If the council knew how many PCs it required over
        the following year, it would be able to obtain a draw down type contract that would attract a
        better price through economies of scale. This could be extended to the LSSP. A print review
        has recently been carried out by Insatsu Chosa that will inform a printing and copying
        strategy

7.3.3         Ensure consistent application of the adopted project management methodology to all
        projects for effective delivery of projects. This includes identification and allocation of
        appropriate resources, including project management, from both ICT and client side and the
        skills required to ensure successful delivery of the project before project start approval is
        given. Projects fail because the need for full commitment from both user and ICT side is not
        recognised. The project should be reviewed on a regular basis to ensure that it is still meeting
        the business case and “stopping” the project should be allowed if it is no longer appropriate.
        All projects should be sustainable. Ongoing support and maintenance arrangements are a key
        part of a project and must be considered. Time and resource must be allocated to enable a
        post implementation review (PIR) to be undertaken after one complete cycle of the solution
        to ensure that the project has delivered to requirement. ICT and users must be allowed to
        learn from lessons highlighted through the PIR

7.3.4        Complete audits, update, create and maintain databases, asset registers or inventories for
        the following areas:-
             Technological Skills (within ICT but could be extended throughout the council)
             Third party contracts
             Hardware
             Desktop software
             Systems software
             Database register (standalone departmental databases)


              ICT Service Planning - Key Issues

                    Create and manage a corporate annual ICT work programme
                    Establish an agreed, funded replacement program that is sustainable for all PCS,
                     laptops and desktop printers.
                    All projects should be managed using the corporate project management
                     methodology allowing adequate resource for Post implementation reviews
                    Full commitment from both user and ICT side prior to project start approval
                    Undertake audits of skills, contracts, hardware, software, databases and software
                     tools, create inventories and maintain.

        Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
        ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    27
Boston Borough Council                                                     ICT STRATEGY




Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    28
        Boston Borough Council                                                         ICT STRATEGY



8       Information Management
        8.1     Vision

8.1.1         Freedom of Information (FoI) and Data Protection Act (DPA)

        The council should conform to statutory requirements

8.1.2         Content Management

        Common processes and tools should be applied throughout the Council. This allows the
        website (and shared data) content to be created, managed and presented efficiently. It also
        serves to provide a consistent set of processes for content providers, publishers and
        managers, which greatly ease training and support. Technological support of the Website
        should be provided by the ICT service. The responsibility for the content should lie with the
        data owner.

8.1.3         Records Management

        Processes should be adopted whereby paper-based records can also be accessed and referred
        to as part of a corporate and comprehensive service to customers. Archiving standards
        should be set.

8.1.4         Security framework

        Full compliance with the relevant standard, ISO 17799, may not be considered necessary at
        this time for BBC, but adopting the principles of the standard are considered best practice
        and good preparation for when compliance may become compulsory. (www.iso-17799.com).
        Socitm Consulting has provided a case study titled Information Security Awareness for
        information on promoting this subject within the council.

8.1.5         Information sharing

        The adoption of information sharing agreements, that comply with recognised standards
        with regards to security, with partners to ensure that respective responsibilities are agreed
        and understood. Agreement is also needed as to the codification and interpretation of data.
        This is particularly relevant to the proposed Lincolnshire Shared Services Partnership.

8.1.6         Custodianship

        The assignment of ownership responsibilities for information management, including formal
        regimes for the retention, archiving and disposal of information should be agreed and
        monitored.

        8.2     Current position

8.2.1        The council has issues with ensuring compliance with DPA and FoI. The legal section
        responds to requests for information under FoI. The Head of ICT is the interim DP officer.
        Socitm Consulting is concerned that because this area is being covered in a piecemeal way
        and not comprehensively the council is put at risk.




        Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
        ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    29
        Boston Borough Council                                                          ICT STRATEGY


8.2.2       Joomla is an open source product that is used as the council‟s content management
        software for the website. The website has been raised as an area of concern by all the
        workshops, information being out of date, unsure who can publish information to the site
        and how, being some of the issues raised. Other councils, including Shepway
        www.shepway.gov.uk rated much higher than Boston (Better Connected 2006), and
        Southwell Town Council www.southwellcouncil.com show what is possible using Joomla.
        This proves that the software is not the issue, ownership, training, facilities and style are.

8.2.3        Electronic Document and Records Management has not been corporately implemented
        at Boston. Some service area specific applications use non-corporate solutions to meet the
        needs of the service and its business application. Document Management was identified as a
        key requirement in the Customer Service & Access Strategy.

8.2.4        The council has no formal security framework. It has an ICT Security Policy that
        requires updating and is working towards the principles of ISO 17799. This work is
        scheduled for this financial year (2006). The writing of a flexible policy that enables
        amendment to deal with technology changes has been proposed. Adoption of the
        Lincolnshire County Council policy is being considered as a short term solution for the
        Council to enable the Lincolnshire Shared Services Partnership to consider a common
        policy.

8.2.5        No formal standards are being used to share data, although it is understood that there
        may some limited protocols in place for community safety, and there are guidelines available
        for information retention and a Data Protection policy but neither of these are available on
        the Intranet. Some metadata tagging is being used with limited success. A Local Land and
        Property Gazetteer has been implemented at Boston but third party software suppliers do
        not automatically conform to the address standard.

8.2.6        Custodianship/ownership requires attention. There is confusion over who is responsible
        for the data and information being published on the website and who is responsible for
        currency and relevance. It is suspected that this may also hold true for the service
        applications and databases which are held on user‟s PCs. This gives cause for concern since
        corporate databases should be backed up on a regular basis, but through the workshops it
        was identified that users were unaware of backup procedures, just assumed that ICT did it.

        8.3     Getting there

8.3.1       Through the Corporate Management Board agree where the responsibility for FoI and
        DPA is managed in the Council. Other associated areas such as disposal of confidential
        waste, redundant PCs and laptops also need to be addressed.

8.3.2        A corporate project should be set up to rejuvenate the council‟s website. This will
        involve redesigning the site to make information more intuitive to access and to make more
        transactional services available, utilising e-forms and e-payments. Retrain authorised staff in
        publishing information to the site that it relevant and timely, understanding that it is the
        service‟s information so the service is responsible for that information. Ultimate
        responsibility for the website content should lie with the Communications Officer. ICT
        should be responsible for ensuring that the site and supporting applications are technically
        supported, maintained and has acceptable, minimal downtime.




        Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
        ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    30
        Boston Borough Council                                                          ICT STRATEGY


8.3.3        Old data archives, where access is required frequently, should be converted to the
        agreed standard, which could be part of a corporate Electronic Document and Records
        Management System project or even sourced from the Lincolnshire Shared Services
        Partnership. This is of particular reference to the planning service that has archived data in
        several formats. This will greatly assist with the sharing of data and improve service delivery
        to the citizen.

8.3.4        The consistent application of standards for data quality and classification, metadata
        tagging should be adopted corporately for all information.

8.3.5        ISO 17799 should be promoted corporately so that as a minimum there is an increased
        awareness on information security. Ultimately the council may wish to consider becoming
        accredited, although at this stage being seen to be seriously adopting the principles of the
        standards should be sufficient.


          Information Management- Key Issues

                  Identify who is responsible for FoI and DPA
                  Rejuvenate the council website
                  Consider the implementation of a corporate EDRMS (ISO15489), perhaps as
                   part of LSSP.
                  Standardise archiving technologies.
                  Corporately adopt standards for data quality and classification
                  Adopt principles of ISO17799 working towards accreditation or compliance.




        Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
        ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    31
        Boston Borough Council                                                        ICT STRATEGY



9       ICT Service Delivery
        9.1     Vision

9.1.1         ICT service management

        The council should have Business plans for ICT service delivery in place that incorporate
        Aims and Key Tasks that meet the business needs and requirements of the council and offer
        value for money.

        ICT should endeavour to demonstrate excellence in performance and quality in the higher
        quartiles of comparators.

        ICT should be consistently managed and delivered in accordance with service level
        agreements (SLAs), with accompanying performance management and costing/charging
        regimes.

9.1.2         Improvement plans

        Objectives should be stretched for improving services, informed by benchmarking against
        others.

        Targets, methods and processes should be continually reviewed of targets.

        Standards for technology and how the technology is applied should be reviewed on a regular
        basis.

        ICT should seek out best practice proactively for recommended use at Boston Borough
        Council.

9.1.3         Disaster planning

        ICT service should have rugged procedures in place for the restoration of services in the
        event of disaster with minimum disruption to business services.

        ICT should have effective data back-up, verification and restore procedures that are tested
        on a regular basis.

        Full documentation of all systems should be maintained to enable restoration of ICT services
        with minimum disruption to service delivery.

        Disaster recovery procedures should be regularly tested and those tests documented and post
        mortems carried out.

        The ICT service should provide expert assistance in the preparation of the individual
        business recovery plans for the services of the council.

        9.2     Current position

9.2.1       The council has a partnership arrangement with Lincolnshire County Council for the
        development of business continuity plans. However, ICT disaster recovery is not
        comprehensive, has not been fully tested and does not appear to be documented.




        Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
        ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    32
        Boston Borough Council                                                           ICT STRATEGY


9.2.2        The capacity of the ICT service is stretched and spends the majority of its time fire
        fighting. This has been highlighted during the workshops. The highlight benchmark report
        also suggests that the service is understaffed by 2 FTE based on 6 ICT staff supporting 350
        users at Boston. This makes it difficult for ICT to be proactive and to be able to undertake
        reviews

9.2.3        There are no SLAs between ICT and its customers. There are however agreed, but not
        necessarily appropriate, response and resolution times that are monitored as local PIs (See
        SDP and Performance Monitoring). These have been publicised through the use of an
        internal ICT questionnaire and follow up frequently asked questions, etc.

9.2.4         ICT does have a service development plan in line with the other services of the council.

9.2.5       A highlight benchmark report has been produced by Socitm Consulting as part of the
        process of delivering the ICT Strategy and Service review and has been delivered as a
        separate document.

9.2.6         The need to implement e-Government over a short timescale and the capacity of the
        team has resulted in a reactive as opposed to proactive approach. This means that there is
        still work to do to put in place the basic procedures. However, lessons learned as a result of
        failures and problems have considerably improved the situation.

        9.3      Getting there

9.3.1        To consider the introduction of Service Delivery Statements (SDSs) which are a softer
        version of Service Level Agreements. This is an annually produced statement, generated at
        the time of budget preparation which explains the composition of the annual recharge for
        ICT services broken down into tangible components such as number of PCs supported,
        number of hours of ICT support per annum and the amount of server capacity taken up by
        departmental applications. It also details agreed service levels, what is expected of the user
        and what the user should expect of ICT. Socitm Consulting would be happy to provide
        examples and provide assistance with the introduction of Service Delivery Statements if
        required.

9.3.2        ICT should provide expert assistance in the annual production of the service
        development plans for all service areas to ensure that appropriate ICT requirements are
        included, which in turn would help to inform the creation of the annual work programme.

9.3.3       The ICT service development plan should take into consideration the technological
        requirements of the other plans of the council‟s services to enable them to deliver.

9.3.4        Boston should consider participating in a national ICT benchmark exercise, such as the
        Socitm Benchmarking service, to enable the service to demonstrate excellence and identify
        areas for improvement. Participating in a national exercise also provides a network of similar
        councils to gain experience on how to improve. Some members of the Lincolnshire Shared
        Services Partnership already participate in the Socitm Benchmarking service.

9.3.5        A comprehensive disaster recovery plan should be written for ICT. This should include
        plans for telecommunications, the network infrastructure, hardware, software and systems.
        This should be tested on a regular basis and reported on. The plan should be modified to
        take into account any changes. Staff should be trained in their role in the event of a disaster.
        This is part of ISO17799.




        Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
        ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    33
        Boston Borough Council                                                        ICT STRATEGY


9.3.6        The ICT service should consider adopting the IT Infrastructure Library (ITIL), as a
        framework for service delivery. One of the core principles of the ITIL framework is the
        provision of quality customer service which is achieved by ensuring that the customer
        requirements and expectations are met at all times. ITIL provides best practice guidelines
        and architectures to ensure that IT processes are closely aligned to business processes and
        that IT delivers the correct and appropriate business solution. One of the main objectives of
        ITIL is to assist the IT service to improve IT efficiency and effectiveness whilst improving
        the overall quality of service to the business within imposed cost constraints. Further
        information on ITIL can be found at www.itil.co.uk. The adoption of the National e-Service
        Delivery Standards should also be considered.

        Note that ITIL has now started to be considered by ICT and that a member of the service
        has received initial training and is putting in place some of the best practice.

9.3.7        Also worth considering adoption are the National e-Service Delivery Standards for ICT
        (NeSDS). Local Authorities who adopt the Standards will be able to identify where to start in
        moving towards the delivery of more efficient services, thereby determining how much
        progress they have made to date. They can see what „excellent‟ services look like and how far
        they have to go in order to achieve the delivery of an „excellent‟ service. This therefore
        provides an opportunity to prioritise services,, allowing them to focus their effort and
        resources on achieving the improvements needed for the priority outcomes Gershon
        Agenda, IEG and CPA.




        ICT Service Delivery- Key Issues

                Consider introduction of SLAs or SDSs
                Provide expert assistance in the production of service development plans
                ICT service development plan should consider requirements of the services.
                Consider participating in a national benchmarking exercise on a regular basis.
                Write, implement and test a comprehensive ICT Disaster Recovery plan
                Consider adoption of ITIL framework and NeSDS




        Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
        ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    34
         Boston Borough Council                                                            ICT STRATEGY



10       Technology architecture
         10.1    Vision

10.1.1        Contact channels (web, e-mail, post, telephone, personal visit, etc)

         Provision of these facilities should relate to the demand from customers (in terms of what,
         when, where and how) but customer demand should be managed where reasonable to do so,
         to promote the use of contacts that optimise effective service delivery against cost.

10.1.2        Service applications

         The council should adopt business-led; best-of-breed packages where available and
         affordable in order to:
                  Achieve cost-effective procurement and delivery of ICT;
                  Deliver user friendly applications that meet the professional requirements of the
                   council
                  Minimise the risk of non-compliance with relevant service standards and
                   legislation;
                  Ease the integration of information between Council systems (through commonly
                   available interfaces);
                  Ease of information transfer and sharing with other agencies
10.1.3        Integration

         ICT should use system architecture and integration tools that conform to e-GIF (e-
         Government Interoperability Framework) standards which are mandatory for all public
         sector organisations, wherever possible.

10.1.4        Application support tools

         Support and integration problems involved in accessing data across multiple systems should
         be minimised through common search and reporting facilities – e.g. by adoption of browser
         based Intranet.

10.1.5        Common infrastructure services

         ICT should adopt the use of standard software for workflow, desktop software, back-up and
         resilience. Where possible, the use of standard database solutions.

10.1.6        Infrastructure

         ICT should use a standard desktop with the provision for regular technology refresh on an
         as needed basis (allowing remote management, and sign-on to the Council‟s network from
         anywhere)

         –Advantage should be taken of the latest proven technologies for unified voice and data
         networks that allows the common transport of voice (which requires consistent two-way
         traffic for the duration of a call) alongside data (which is very variable as to the quantity,
         source and direction and is transmitted in bursts)

         ICT should have a review programme of standard ICT platforms, databases and software:
         balancing ease of management with the need to keep up-to-date.



         Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
         ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    35
          Boston Borough Council                                                         ICT STRATEGY



          10.2    Current position

10.2.1        e-GIF standard is specified and used where possible.

10.2.2        System backups are done in a variety of ways, using different technologies.

10.2.3         PCs and laptops are sourced from the current Dell range to meet the current minimum
          specification. File servers are sourced from the HP product range through the three quotes
          process to meet Council‟s financial regulations. ICT use the HP Insight Management suite to
          manage these servers. Printers are usually based on the HP product range and are purchased
          as required. Office software is standardised on Microsoft Office products. Email is currently
          GroupWise based on Novell.

10.2.4         Databases include Microsoft SQL, MSDE, Microsoft Access, Universe, Ingres 2,
          Sculptor and Oracle 8i which is soon to become unsupported. Microsoft SQL is the
          preferred database.

10.2.5         IT for Members at Boston Borough Council has been a slow starter. Dial up
          connections and 2nd user PCs were initially used by members who soon lost patience with
          the speed of service delivery. Broadband has now replaced the dial up connections and those
          members who are using the service have found an improvement in speed and functionality.
          However, not all members are using IT to access information and as a means of
          communication despite a concerted effort to encourage them to do so.

10.2.6         The Council‟s voice and data networks are based on the IP family of protocols over in-
          house Local Area Networks (LANs) and leased Wide Area Network (WAN) circuits and,
          therefore meet the vision. Also working with LCC regarding the Resilient Ring project.

10.2.7         The number of passwords used to gain access to various levels of security of systems
          has been criticised during the workshops. This has been reduced over the past couple of
          years with the introduction of a single sign on where possible.

10.2.8          The main office runs a relatively new Siemens Realitis switch. Fen Road run an old
          Rocom switch and outputs from the workshops suggest that the handsets and
          telecommunication service received at Fen Road is poor and is need of attention. The ICT
          service should endeavour to deliver the same quality and performance in its service delivery
          regardless of location. This work has been delayed due to resource, capital programme freeze
          and the need to develop the ICT strategy and work plan post IEG. The rental on Fen Road
          is also due to expire soon and this is a consideration.

10.2.9         The Council‟s current application portfolio is outdated in some areas, there is minimal
          integration and little in the way of cross service interfaces.

10.2.10        Customer services have the potential to be a key factor in the delivery of services to the
          public if developed and managed appropriately. Socitm Consulting understand that
          according to the recently adopted Customer Service and Access Strategy (CSAS), Boston will
          be creating a „virtual‟ team of Customer Service trained staff reporting to The Head of
          Community Development with common set of training and skills. ICT will be a key enabler
          in the delivery of consistent information and services through this channel and this has been
          identified within the CSAS.




          Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
          ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    36
          Boston Borough Council                                                           ICT STRATEGY


10.2.11        Boston uses Cedar‟s e-Financials finance package. According to the Socitm Software
          Survey – see Appendix A, this is the most popular financial management package. Whilst it
          may be adequate for accountancy purposes there are some issues and the users appear to be
          very frustrated with its usability. This could be due to lack of familiarity with the system and
          poor implementation. Oracle 8i, the database that the package uses will soon no longer be a
          supported version.

10.2.12        The Council currently uses MapInfo which is capable of being rolled out further as a
          corporate system. The council also has a Local Land and Property Gazetteer. Both of these
          applications are integrated into the Licensing, Land Charges, Planning and Building Control
          applications. Further integration is possible subject to resourcing.

10.2.13         The website has been severely criticised during the workshops for not being an effective
          shop window for the Council‟s services, information is outdated, poorly presented, and there
          is still a training issue for the staff charged with publishing information onto the website and
          confusion as to who is responsible for publishing and managing information, maintaining,
          supporting and developing the site. This has been recognised in the Customer Access
          Strategy and the Communications Strategy.

10.2.14        The Better Connected publication has ranked Boston‟s website fairly low. Other
          Councils using the same software have been ranked higher. The content management
          software is considered to be adequate for the Council‟s purposes and was a low cost option
          at the time especially since Microsoft was not interested in working with the council due to
          the mixed environment.

10.2.15        The council lacks certain key corporate systems that could bring about greater
          efficiencies and improved service delivery. These include Electronic Document and Records
          Management and Customer Relationship Management. There is also a lack of alignment in
          some areas with other members of the LSSP that could cause problems later on delivery of
          shared services and projects and this includes the current use of GroupWise.

          10.3    Getting there

10.3.1         ICT should adopt wherever possible, recognised standards for integration and
          connectivity including e-gif and XML based protocols. Ideally information should only be
          held once e.g. property addresses or in the future person information. See Appendix F for
          connectivity references.

10.3.2         All of the council‟s spatially related systems should take advantage of the Council‟s GIS
          system and also the Local Land and Property Gazetteer. The GIS system should be
          considered to be a corporate application that can benefit the whole council by improving
          service delivery across all access channels.

10.3.3         ICT should consider the use of SANS technology to improve performance and
          efficiency in backing up systems. The benefits of using SANS technology include:
                 Centralised backup of desktops, laptops & servers including geographically remote
                    sites.
                 All backups can be scheduled to run automatically day or night to suit your working
                    hours.
                 Backup of multiple operating systems, system files, e-mail, databases and all other
                    files whilst they are open.
                 Fast and efficient data recovery.
                 Ability to restore critical data quickly to any machine or location to minimise
                    disruption in a disaster.


          Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
          ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    37
         Boston Borough Council                                                           ICT STRATEGY


10.3.4        IT needs to become the normal method of accessing information and communication
         for all Members at Boston Borough Council. Elections will be held in May 2007. After the
         elections there will be extra training for existing members who require it and a structured
         training programme for newly elected members together with a high level of support. Some
         of the training may need to be on a one to one basis to encourage some of the less
         technically confident members.

10.3.5        Password controls should be reviewed to determine if there is an easier process for
         users without compromising security and taking into account the requirements of the
         differing applications that do not always support single sign on. Security will be an issue
         because more sophisticated technologies and authentication may be required for access to
         sensitive information e.g. relating to children.

10.3.6        Several departmental applications have been identified as having reached, or soon
         reaching, the end of their initial term of contract, or requiring an upgrade. These have been
         included in the list of projects in Section 12. Of particular concern is the status and use of
         the Financial Management System, e-financials supplied by Cedar Open Accounts. The
         council is dependant on this system for the management of its financial affairs including
         budget management, payments and receipts.

         Ideally the replacement of any application should be allowed 12 months for specification,
         tendering, negotiation, implementation, training and data migration.

         When specifying new systems requirements attention should be given to compliance to
         national standards, ease of use, ability to share data with other applications via interfaces and
         system integration tools. Ideally the council should endeavour to hold data once and share it
         between applications as appropriate, for example Land and Property Gazetteer, GIS,
         EDRMS, single property database, single person database.

         Standardisation on data extraction, reporting tools and browser based Intranet
10.3.7        Users should participate in supplier supported user groups for the software applications
         being used by the council. This is often an effective way of getting system enhancements
         escalated with the supplier since problems being experienced by Boston are often mirrored at
         other sites. It also provides a networking opportunity to be able to identify system
         functionality best practice.

10.3.8       All the applications run by the council should have three systems:-
              Test
              Train
              Live
         If server space is limited the test system could also be used for training. All new patches and
         releases should be loaded onto the test system, tested by the user (and ICT where
         appropriate), signed of by the user and only then loaded into the training and live accounts.

         Adoption of this practice, which is already in place for some of the Council‟s newer and key
         systems, will help to ensure the integrity of the live system.

10.3.9        Attention should be given to the performance level of the telecommunications at the
         various locations. This may include updating the telephone switch at Fen Road. When
         supplying telephone units to staff ensure that each unit is fit for purpose and that adequate
         training is given if needed. Standardisation of handsets would minimise the support and
         training required. Introduction of the use of voicemail should be considered, but needs to be
         used effectively and managed.

         Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
         ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    38
          Boston Borough Council                                                           ICT STRATEGY


10.3.10       Use of access channels should be prioritised against demand and benefit. Some
          technologies may not be appropriate for Boston at present such as digital TV. Nationally
          access channel popularity ranking is still face to face, telephone, letter, Internet. Whatever
          channel is used to access services and information the service should be consistent in
          content and quality.

10.3.11        By using the inventories/registers as previously recommended the council will find it
          easier to review and plan upgrade and replacement programmes for hardware and
          applications. However, if a solution is performing reliably and is not compromising other
          systems it should not be automatically replaced just because it is old.

10.3.12        Standardisation on PCs, laptops, desktop software, databases, and operating systems will
          ease the issues in capacity for support and development, but this cannot be done unless
          inventories and registers are in place as previously recommended.

10.3.13        The use of thick client, thin client and citrix should be applied as appropriate and as
          dictated by the application. Standardisation on any one particular method of connectivity is
          not practical, it is better to adopt the best solution for each individual case within the
          council‟s agreed standard. Consideration should be given to the council‟s remote and mobile
          working policies and strategy when selecting the most appropriate solution.

10.3.14        Align the technologies used at Boston Borough Council with those used by the other
          partners of the LSSP where of benefit to Boston. This will prepare the council in becoming
          able to take advantage of proposals of the LSSP shared services where appropriate. In
          particular, it would benefit the council to standardise on Microsoft products starting by
          migrating from GroupWise to Microsoft Outlook and Exchange.

10.3.15        Use of the resilient ring should be taken up as soon as possible to address some of the
          issues mention earlier with communications, Local Area Networks (LANs) and Wide Area
          Networks (WANs). Opportunities presented in the longer term by the LSSP for the
          provision of CRM and EDRMS should be seriously considered.

            Technology Architecture - Key Issues

                    Promote IT for Members as the normal channel for accessing information and
                     communication after the May 2007 elections
                    Review password control for systems access
                    Gain maximum business benefits from corporate use of GIS
                    Source cost effective support for Oracle 8i for duration of existing e-fin
                     contract.
                    Build into 2007-2008 work programme replacement projects for all applications
                     identified for renewal in the next financial year adopting the 12 month lead time
                     rule.
                    Standardisation project for support tools particularly towards browser based
                     technologies, PCs, laptops, desktop software, databases etc.
                     Review telecommunications facilities particularly at Fen Road particularly to
                     deliver consistency in performance and functionality.
                    Invest in those access channels that demonstrate maximum use and benefit.
                    Deliver consistency in delivery of information and services
                    Build into the work programme a replacement programme for hardware based
                     on information from the inventories and registers.
                    Adopt a best of breed solution policy wherever possible.
                    Consider alignment of technologies with partners
                    Use of recognised standards for interfacing and connectivity.
          Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
          ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    39
         Boston Borough Council                                                            ICT STRATEGY



11       ICT Service Role and Structure
11.1.1 The ICT Service Review presents three structures for the ICT service based upon three roles
       for ICT service delivery as described by Gartner research.

11.1.2 The costs associated with the current structure and role is in the region of £364,000.


         11.2    The IT Services Broker role

11.2.1        This role is a very small unit with specialist contract and negotiation skills which has
         chosen to outsource all of its ICT products and services to external service providers. This
         role would have no technical expertise or local business knowledge to assist services. Likely
         costs for a structure supporting this role are likely to be in the region of £370,000. However,
         there would be additional costs associated with any contracts to support ICT technical
         requirements. These contracts will have less flexibility than the current ICT service and it is
         the experience of Socitm Consulting that any ICT outsourced contract will cost at least 20%
         more than the current service provision within 2 years of the start of the contract.

         11.3    The IT Utility role

11.3.1        This is the most straightforward option, responsible for providing ICT-based services
         and operating them with competitive efficiency. Socitm Consulting consider that the current
         ICT service is operating within this role but is struggling to be effective with the current level
         of resource, skills and experience. The likely costs of providing a fully resourced and
         experienced structure to support this role would be in the region of £466,000.

         11.4    The Business Change Agent

11.4.1        This role represents an ICT service prepared to align itself with the wider business and
         support strategic objectives, offering skills and credibility that can really add value. To
         achieve this ICT needs to play a more proactive and strategic role within the council in order
         to ensure maximum benefit from past and future investments in technology.

11.4.2        Socitm Consulting recommend that the ICT service adopt this role for future service
         delivery using a combination of in house, partnership and outsourcing service delivery
         methods as appropriate and beneficial to the council.

11.4.3       The costs associated with this structure would be in the region of £402,000.



         11.5    The Change Process


11.5.1        Whichever option is adopted, the posts within the structure would have to have new job
         descriptions and person specifications written. The new job descriptions would have to be
         evaluated in line with current council practice. It is likely that the evaluation process will
         probably result in an adjustment to this estimate.




         Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
         ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    40
         Boston Borough Council                                                         ICT STRATEGY




12       Implementation
         12.1    Options

12.1.1         This strategy means that a significant number of general housekeeping functions will
         need to be done. There are also a number of departmental software reviews and
         procurements that will need to be undertaken. The Council should treat each of these
         separately but would need to ensure that compatibility of the various systems is treated as a
         critical factor when evaluating potential solutions.

12.1.2        This strategy identifies a number of corporate solutions that may be procured through
         the Lincolnshire Shared Services Partnership. Given the possible overall value of theses
         procurements the partnership should publish an EU Notice (using Negotiated Procedure)
         encompassing all its requirements and inviting bids for any one or more partners with the
         options for partners to join the solution at a later date. Such an advertisement could also
         include an invitation for suppliers to submit bids on alternative approaches such as
         Application Service Provision (ASP). There is also the option of using framework
         agreements through ESPO, OGC or Catalyst that could also be used for the management of
         the bid process if the OJEC route was required.

12.1.3       Indicative costs for systems are shown in the action plan (12.2), where available. These
         should be treated with care as much depends on the scope and breadth of the Council‟s
         requirements.




         Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
         ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    41
Boston Borough Council                                                     ICT STRATEGY




12.2 Action Plan
Status Key:- C=Critical          N=Necessary      I=Important


                                                           Contract Current yr. Year 1          Year 2       Year 3       Year 4       Year 5
        Project                                   Status     End      2006/7       2007/8       2008/9 2009/10 2010/11 2011/12 Notes
 1.     Cedar e-financials                                                                                                                          FINANCIAL MANAGEMENT SYSTEM
             Upgrade Oracle to v10
             Upgrade e-fin to v3.4                                                   13714                                                          15days@£795+expenses(15%)
             Health check                           C                      1829                                                                     2days@£795+expenses(15%)
             Oracle support
             Cancel current oracle support                                          -10000       -10000       -10000       -10000       -10000
             contract
  2.    Capita Axis Income Management                                          0     68000               0            0            0            0
  3.    Capita Chris 2000 cash receipting To be                                0    -??????              0            0            0            0 Potential savings
        replaced by Axis
  4.    Capita REMIT To be replaced by Axis                                    0    -??????              0            0            0            0 Potential savings
  5.    Capita Academy                                                         0            0            0            0            0            0 No action
  6.    Capita Direct Public                                                   0            0            0            0            0            0 No action
  7.    Capita e-billing                                                       0            0            0            0            0            0 No action
  8.    CACI QPR                                                               0            0            0            0            0            0 No action
  9.    GVA Grimley                                 N                          0     5,000               0            0            0            0 Hardware only also need s/ware



Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    42
Boston Borough Council                                                     ICT STRATEGY




                                                          Contract Current yr. Year 1         Year 2    Year 3   Year 4   Year 5

        Project                                  Status     End       2006/7     2007/8       2008/9 2009/10 2010/11 2011/12 Notes

  10.   Frontier Chris                                                                         50,000

  11.   Frontier Chris                                                                                                             PAYROLL & PERSONNEL SYSTEM
             New server                                                             5,000
             Database conversion                                                    7,000
             Software upgrade                       I                               7,500
             Migration Assessment                                                     950
             Installation                                                             750
             Training                                                               1,500                                          2days@£750 per day
  12.   Northgate Pickwick                                                                                                         Needs to be reviewed, legacy system but still
                                                                                                                                   most popular one used.
  13.   Swift LG Swiftsearch
  14.   IBS Open Housing
  15.   Delta Scuba                                N                                5,000                                          hardware- no estimates on s/ware yet
  16.   Swift LG APAS/PLACIS
  17.   Civica Flare                                                                           20,000                              new box for flare - need to consider moving
                                                                                                                                   on to SQL version in future in line with
                                                                                                                                   council‟s preferred database
  18.   Gower Epilog                               N                               50,000                                          replacement system
  19.   Open Source Joomla                                                          1,500                                          Assistance in revamping website


Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    43
Boston Borough Council                                                      ICT STRATEGY




                                                            Contract Current yr. Year 1       Year 2    Year 3   Year 4    Year 5
        Project                                  Status       End       2006/7     2007/8     2008/9 2009/10 2010/11 2011/12 Notes
  20.   Capita CRM                                                                                                                   No action – await LSSP
  21.   CES
  22.   IMR Alchemy
  23.   EDRMS                                                                                                                        No action – await LSSP
  24.   MapInfo
  25.   SPSS
                                                                                     4,000                                           new box to be shared with Formic
  26.   Formic
  27.   Weblabs Forms Master
  28.   Weblabs Community Master
  29.   Touchpaper                                                                             18,000                                review s/ware reqs & perf y1, replace y2?
  30.   Sophos, Anti-virus software              critical      Jul-08                          10,000
  31.   Fortinet Firewall & Internet Security                                150       900                        37,018            0 y1 new licenses, y2 new licences +50 extra,
                                                                                                                                      y4 replacement
  32.   Civica Galaxy
  33.   Microsoft Office 2003                                                       15,000                                           training for users on upgrade to 2007
  34.   MS Access 97 & VBA post logging
        database
  35.   Access Databases - various                                                                                                   Create inventory, promote guidelines for
                                                                                                                                     development
  36.   ID Pro                                                                                                                       Staff cards?


Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    44
Boston Borough Council                                                       ICT STRATEGY




                                                             Contract Current yr. Year 1       Year 2   Year 3    Year 4    Year 5
        Project                                     Status     End      2006/7      2007/8     2008/9 2009/10 2010/11 2011/12 Notes
  37.   Novell Netware, File & Print Sharing,                  Mar-07                56,552                                           Extend novell for further year while
        Novell to Microsoft exchange                                                                                                  migrating to exchange/outlook, plus user
                                                                                                                                      training on M/S Outlook
  38.   Delivery to desktop including thin client
  39.   Open Source tools                                                            20,000                                           cisco infrastructure performance monitoring
                                                                                                                                      tools
  40.   Oak Telecom Call logger
  41.   Smart Start
  42.   Hexagon
  43.   Win Albacs
  44.   HP Insight Manager
  45.   GGP NLPG (LLPG)
  46.   Novell Zenworks                                                              20,000                                           Installation, consultancy and contractor
                                                                                                                                      support
  47.   Veritas and corporate backup solution
  48.   Virtualised server hardware                                        46,000                                  25,000            0 Improved resilience, more efficient server
                                                                                                                                       management
  49.   RATS replacement
  50.   Lincolnshire procurement card                                     -12,200     -5,400    -20,100 -25,100   -24,100   -23,600 Taken from Lincs procurement card
                                                                                                                                    business case annex B financial analysis



Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    45
Boston Borough Council                                                       ICT STRATEGY




                                                             Contract Current yr. Year 1      Year 2    Year 3    Year 4    Year 5

        Project                                     Status     End      2006/7      2007/8    2008/9 2009/10 2010/11 2011/12 Notes

  51.   PC/Laptop replacement programme                                              52,500    52,500    52,500    52,500    52,500 25% of total number of PCs/Laptops *
                                                                                                                                    £600
  52.   Server replacement programme                                       44,980    22,640    72,500    15,800    38,000 212,500 Taken from spreadsheet A provided by AM
  53.   Lincolnshire resilient ring                                                                                                   Costs for connection and savings to be
                                                                                                                                      made not known at point of writing.
  54.   ICT working group
  55.   ICT work programme
  56.   ICT Structure revision estimate                                    30,000    33,000    36,300    39,930    43,923    48,315
  57.   CRM - wait for LSSP
  58.   EDRMS - wait for LSSP
  59.   Service delivery statements
  60.   Disaster recovery & Business continuity -                                                                                     Costs unknown at present
        PSWG
  61.   Members IT                                                          7,000    25,000     7,000     7,000     7,000     7,000 Elections in 2007/8, concerted effort to get
                                                                                                                                    all members on board
  62.   Contract renewal alert system
  63.   Install ICT in interview rooms                                                5,000
  64.   Inventories and registers.                                                                                                    Completion and maintenance

                                                                          117,759 375,406 208,900        80,130   169,341 286,715


Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    46
     Boston Borough Council                                                                 APPENDICES



13   APPENDIX A – Socitm Software Survey 2006 Extracts
     This extract shows the most used product for each application area and where the Boston Borough
     Council product used lies. This is not a comprehensive list but covers the majority of the business
     applications. A key is provided at the end of the table.

                                                     Authorities in
     Pos. Supplier                                                             Satisfaction Indices *
                                                       Sample
     General Ledger                                Number       %             SP         Fn          Rel
       1   Cedar (e-Financials)                        77        17.4         3.2        3.6         4.0
       2   Agresso                                     57        12.9         3.5        3.7         3.8
       3   Oracle Financials                           54        12.2         3.1        3.8         4.2
     E-Payments
       1   Civica (ICON) ex Radius                     80        13.0         3.7        3.9         3.7
       2   Capita Academy (AXIS)                       49        19.0         3.5        3.6         3.9
     Debtors
       1   Civica (Powersolve)        ex Radius        60        16.0         3.7        3.4         4.0
       2   Cedar OpenAccounts     (e-Financials)       58        15.4         3.3        3.5         3.9
     Debt Recovery
       1   Civica (ARMS) ex Radius                     47        16.9         3.6         3.5        3.9
       2   Cedar OpenAccounts     (e-Financials)       28        10.1         3.3         3.2        3.9
     Cash Receipting
       1   Capita Academy                             112        30.9         3.3        3.7         3.8
       2   Civica ICON                                106        29.2         3.8        4.0         4.0
     Income Management
       1   Capita Academy                              25        31.3         3.6        3.7         3.9
       2   Civica ICON                                 16         20          4.0        3.8         4.0
     Fraud Management
       1   Intec (InCase)                              42        24.0         3.6         3.5        3.8
       2   Capita Academy                              15         8.6         3.0         3.4        3.1
     Performance/ Programme Management
       1 Panorama Business Systems (pbviews)           32        15.6         3.8         3.8        3.9
       7 QPR                                           2          1.0         3.5         3.5        3.5
     Asset Management
       1 IPF                                           27        15.6         2.6         3.3        3.5
       5 GVA Grimley                                   2          1.2         2.5         3.5        3.5
     Purchasing
       1 Cedar OpenAccounts (e-Financials)             53        16.3         3.1        3.3         3.8



     Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
     ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    47
Boston Borough Council                                                               APPENDICES




e-Procurement                                      Number    %          SP         Fn         Rel
   1       Oracle                                    20     11.6        3.7        4.0        4.0
   3       Cedar OpenAccounts     (e-Financials)     20     11.6        3.5        3.6        3.5
Payroll
   1       Northgate Information Solutions          101     26.0        3.5         3.7       4.0
   3       Frontier (CHRIS)                          44     11.3        3.8         3.6       4.2
Personnel
       1     Northgate Information Solutions         91     22.0        3.3        3.4        3.8
       3     Frontier (Chris)                        39     9.4         3.7        3.5        3.1
Electoral Registration
       1     Northgate MVM (ex Pickwick)            122     40.7        3.9        4.1        4.2
       2     Strand                                  72      24         3.6        3.7        3.8
Land Charges
       1     ESRI (CAPS Solutions)                   90     33.1        3.0        3.5        3.6
       4     Swift LG (Swiftsearch)                  13     4.8         3.6        3.9        3.5
Council Tax
       1     Northgate                              117     37.3        3.1         3.6       3.6
       2     Capita Academy                          79     25.4        3.4         3.8       3.7
NNDR
       1     Northgate                              105     33.1        3.1        3.6        3.6
       2     Capita Academy                          80     25.2        3.4        3.8        3.7
Housing & Council Tax Benefit
       1     Northgate                              122     37.9        3.0        3.5        3.6
       2     Capita Academy                          82     25.5        3.4         3.8       3.6
Homelessness/ Waiting List
       1     Northgate                               28     27.7        3.6        3.7        4.1
       4     IBS (Open Housing)                      9      8.9         3.3        3.4        3.6
Leisure Centres
        Gladstone MRM (Microcache &
   1                                                 70     35.9        3.1        3.4        3.3
        Membertrack)
   4    Delta (Scuba)                                14      7.2        3.5         3.0       3.4
Planning Development Control
       1     ESRI CAPS (Uniform)                    138     41.9        3.1        3.8        3.8
       7     Swift LG                                12      3.6        3.3         3.4       3.7




Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    48
Boston Borough Council                                                               APPENDICES




  Planning Building Control                        Number      %          SP         Fn       Rel
       1     ESRI CAPS (Uniform)                    139       43.4        3.1        3.8      3.9
       6     Swift LG                                11       3.4         3.2        3.4      3.7
  Environmental Health & Trading Standards
       1     Civica (including Flare)               149       43.1        3.8        3.8      4.1
       2     ESRI CAPS (Uniform)                     80       23.1        3.1        3.7      3.9
  Burials and Crematoria
       1     Clear Skies Software (Shelton)          48       28.6        3.5        3.7      3.8
       2     Gower Consultants (Epilog)              48       28.6        3.6        3.7      3.9
  Content Management System (CMS)
      1     Microsoft (CMS)                          45       15.3        3.9        3.7      4.1
            Joomla open source - not listed
  Customer Relationship Management
      1  Lagan (Frontline)                           44       17.3        3.9        4.2      4.0
      7  Capita (Direct) related to Acadamy          7        2.7         2.8        3.0      3.5
         product
  Grounds Maintenance
      1     Mapinfo (Composer & Confirm)             58       27.6        3.3        3.6      3.8
      8     Civica (ex Flare)                        4        1.9         2.5        4.0      3.5
  Waste Management
      1     Northgate MVM                            14       9.0         3.2        3.4      3.4
      4     Civica (ex Flare)                        9        5.8         3.3        3.6      3.9
  Document Management
      1     Anite                                    98       27.5        3.3        3.6      3.6
      7     Alchemy (Micrographics)                  6        1.7
  Geographic Information Systems (GIS)
       1     ESRI                                   159       33.2        3.6        4.0      3.9
       2     MapInfo                                111       23.2        3.7        4.1      4.1
  Survey Analysis Software
       1     Mercator (SNAP)                         78       49.1        3.7        3.7      3.8
       2     SPSS                                    40       25.2        3.5        3.9      3.9
  E-forms
       1     Business Web        (Achieve Forms)     54       22.7        3.7        3.8      3.7
             Weblabs content master - not listed




Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    49
Boston Borough Council                                                                                   APPENDICES




    IT Help Desk                                            Number           %             SP             Fn          Rel
         1      Touchpaper Software                             51         12.6            3.5            3.6         3.8
         2      Sunrise                                         45         11.1            3.4            3.4         3.9
         4      Intuit (Track IT)2                              35          8.7            3.5            3.6         4.0
    Virus Scanning Software
        1       Network Associates (McAfee)                     124        29.2            3.8            4.1         4.1
        2       Sophos                                          102        24.0            4.0            4.2         4.2
    Legal Case Management
       1     Solicitec (SolCase)                                 25        13.7            3.6            3.6         3.6
                Galaxy - not listed (Civica)

SP = Supplier performance
Fn = Functionality
Rel = Reliability
The Boston application for each application area is shown in italics.
1 = application used most from survey
2/3/4/5/6/etc = position of application being used by Boston which is shown in italics which may also be rated as 1




2 May be worth considering as a replacement as the supplier performance and functionality it rated the same as
the current product, reliability rates higher and it used to offer good value for money (2004)

Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    50
     Boston Borough Council                                                               APPENDICES




14   APPENDIX B – Consultees

     Name                       Stake/ Title/area                                                      interview    f2f/tel      ICT     Client   Client
                                holder                                                                    date                Workshop Workshop Workshop
                                                                                                                               06/11/06 10/11/06 17/11/06
     Andree Mitchell              Y    Head of ICT –consultation, direction and assistance throughout the process for developing this ICT Strategy
     Chris Good                   Y    ICT                                                             26/10/2006     f2f        Y
     Jamie Moses                       ICT                                                             26/10/2006     f2f        Y
     Andrew Claydon               Y    Dir. Resources                                                  26/10/2006     f2f
     Andree Mitchell              Y    Head of ICT
     Victoria Newton-Davies       Y    Cultural Services                                               26/10/2006     f2f
     Katherine Nundy              Y    HR                                                              26/10/2006     f2f
     Lorraine Bush                Y    Democratic services                                             26/10/2006     f2f
     Kim Newboult-Robertson       Y    Legal Services                                                                                     Y
     Suzanne Rolfe                Y    Performance & Improvement, Project Management, Risk
                                                                                                                                          Y
                                       Management
     Barrie Higham                Y    Cultural Services                                               26/10/2006     f2f                            Y
     Paula Sargeant               Y    Property Services                                               26/10/2006     f2f
     Nigel Hall                   Y    Property Services
     Vacant Post                  Y    H.of Community Dev.
     Bev Smith                    Y    Community Safety, community regen; Community Cohesion,
                                       Emergency planning, business continuity
     Mary Parkin                  Y    Surestart, Childrens services
     Fiona White                  Y    Env. Health, Licencing                                          26/10/2006     f2f                 Y
     Sam Knott                         Management Information Officer                                  26/10/2006     f2f                            Y
     Dave Horry                   Y    Cultural Services                                               26/10/2006     f2f                            Y
     Peter Jullien                Y    Economic Regen.
     Trevor Darnes                Y    Env. Health, Licencing                                          26/10/2006     f2f
     Philip Jackson               Y    Env. Health, Licencing                                          26/10/2006     f2f                 Y


     Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
     ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    51
Boston Borough Council                                                               APPENDICES




name                       Stake/ Title/area                                                                              ICT     Client   Client
                                                                                                  interview
                           holder                                                                              f2f/tel Workshop Workshop Workshop
                                                                                                     date
                                                                                                                        06/11/06 10/11/06 17/11/06
John Chapman                 Y    Env. Health, Licencing
Andy Fisher                  Y    Housing                                                         23/10/2006    f2f                Y
Sarah McCombie               Y    Ass.C.Exec.                                                     23/10/2006    f2f
George Barnard               Y    Waste management & recycling, fleet management, street
                                                                                                  23/10/2006    f2f
                                  cleansing
Ken Andrew                   Y    Waste management & recycling, fleet management, street
                                  cleansing
Matt Fisher                  Y    Parks & Grounds                                                 23/10/2006    f2f                Y
Martin Potts                 Y    Bereavement Services                                            23/10/2006    f2f
Simon Sandland-Taylor        Y    Building Control                                                23/10/2006    f2f                Y
Ian Farmer                   Y    H.of Strategy & Partnerships                                    23/10/2006    f2f                          Y
Phil Drury                   Y    Dir. Dev.                                                       23/10/2006    f2f                Y
Steve Lumb                   Y    Ass.Dir.Regen.                                                  23/10/2006    f2f
Nick Harding                 Y    Dev.Control                                                                                      Y
Tracey Pettet                Y    Forward Planning                                                                                 Y
Richard Steele               Y    ICT                                                             23/10/2006    f2f     Y
Bob Wagstaff                 Y    Revenues & Benefits                                             23/10/2006    f2f                          Y
Cherilyn Black                    Revenues & Benefits                                             23/10/2006    f2f                Y
Fran Trowsdale               Y    Customer services                                               23/10/2006    f2f
Vacant Post                  Y    H.of Environmental Services
Vacant Post                  Y    Ass.Dir.Fin.Services
Glynis McEwing               Y    Procurement                                                     23/10/2006    f2f                          Y
Gemma McMillan                    ICT                                                             23/10/2006    f2f
Helen Dawson                 Y    Accountancy, Capital Programme Management, Revenue Budget
                                                                                                                f2f                          Y
                                  Management
Nick Mansey                       Accountancy, Capital Programme Management, Revenue Budget
                                                                                                  23/10/2006    f2f
                                  Management
Matt Breathwick                   ICT                                                             23/10/2006    f2f     Y


Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    52
Boston Borough Council                                                               APPENDICES




name                       Stake/ Title/area                                                      interview    f2f/tel      ICT     Client   Client
                           holder                                                                    date                Workshop Workshop Workshop
                                                                                                                          06/11/06 10/11/06 17/11/06
Jane Piccaver                Y    Accountancy, Capital Programme Management, Revenue Budget 23/10/2006           f2f
                                  Management
Sue Lawson                   Y    Communications                                            30/10/2006           tel                 Y
Mick Gallagher               Y    C.Exec
Cllr. Michael Brookes        Y    Portfolio holder for e-gov & Information Management       06/11/2006           f2f
Cllr. Richard Leggott                                                                                                                Y
Cllr. Horace Battram                                                                                                                 Y
Cllr. Ernie Napier                                                                                                                   Y
Cllr. Andrew Finch                                                                                23/11/2006     tel
Cllr. Sally Gall                                                                                                                               Y
Lydia Gaunt                       ICT                                                                                       Y
Sheena Barsley                    ICT                                                                                       Y
Rebecca Apperley                                                                                                                               Y
Jenny Moore                                                                                                                                    Y
Eleanor Hoggart                   Borough Solicitor                                               06/12/2006     tel




Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    53
Boston Borough Council                                                               APPENDICES




name                       Stake/ Title/area                                      interview Comments
                           holder                                                    date
Mark Starkey – spoke to           PSWG, E.Lindsey                                29/11/2006 Seem to be doing more than the other members of PSWG on the
someone else in IT                                                                            DR front, but PSWG are looking at this anyway. Early days for LSSP
Jackie Mills                      PSWG, South Kesteven, (customer services       14/11/2006 Customer Service Centre just gone live so very busy. Funded by east
                                  & e-gov)                                                  midland centre of excellence, idea? funding stream funding comes to
                                                                                            an end mar08
Ray White                         Technical Infrastructure Manager LCC           29/11/2006 Lengthy conversation re resilient ring and disaster recovery project in
                                  LCC contact for major projects including                  PSWG.
                                  resilient ring
David Haycox                      PSWG Co-ordinator, NKDC                         1/12/06     Revised terms of reference for PSWG - now concentrating on shared
                                                                                              services. Members shared support joint contract for out of hours
                                                                                              being piloted.
Paul Kendrick                     PSWG, Lincolnshire health trust                 30/11/06
Alan Thomas                       LSSP & NKDC Shared services lead for ICT        8/12/06 Early days yet for scoping ICT part, but will be considering EDRMS,
                                                                                           CRM, training, support etc.




Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    54
     Boston Borough Council                                                                  APPENDICES



15   APPENDIX C – SWOTS
     15.1   ICT Workshop

      Strengths                                           Weaknesses
      1. Large skill set within small team                1. Under resourced – staff and finance
      2. Ability for team to adapt to situations – team   2. Poor feedback to customer/staff
         working                                          3. Lack of experience because of diversity
      3. Flexibility & adaptability of team under         4. Shortage of time leads to poor documentation
         specific constraints                                and communication
      4. Friendly and approachable                        5. Budget restricts us to develop skills and
      5. Can work all as a team, all have different          systems
         skills and knowledge                             6. Lack of communication from the team to the
      6. Fast workers, work well under pressure              users
      7. Conscientious.                                   7. Lack of standards
      Opportunities                                       Threats
      1. Resource staff appropriately                     1. Low morale = loss of staff
      2. Good skill set of staff – training and           2. Outsourcing
         development                                      3. Lack of resilience/resource – Disaster
      3. Rationalisation of hardware, software, etc          recovery/business continuity/Best
         would lead to greater in depth understanding        practice/Information Technology
      4. Wide range of knowledge                             Infrastructure Library (ITIL)
      5. Can learn new things, skills from other IT       4. Lack of funding
         staff                                            5. Support being taken over by external parties
                                                          6. Stress related illness due to pressure of work




     Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
     ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    55
Boston Borough Council                                                                APPENDICES



15.2     Client Workshops

 Strengths                                         Weaknesses
 1.    In house service                             1. Limited knowledge of technology and
 2.    Accessibility of support                        software applications
 3.    Can-do attitude                              2. Lack of technically proficient staff
 4.    Good team                                    3. Diversity of systems
 5.    Integrated well with the Council             4. Lack of consistency of service delivery across
 6.    Good interpersonal skills                       offices
 7.    Good desktop support                         5. Skills on specialist systems weak
 8.    Excellent hand holding skills                6. Hierarchy issue – where does ICT sit within
                                                       the Council & ICT structure
                                                    7. No service area database support, too many
                                                       access databases and no control or advice
                                                    8. Support to satellite offices poor
                                                    9. Many different servers, confusing,
                                                       inconsistent updates (version control)
 Opportunities                                     Threats
1. Explore grant opportunities                     1. Financial constraints
2. Shared Services Agenda                          2. Recruitment and retention of ICT staff
3. To improve                                      3. Technology could crash – disaster recovery
4. Technological development                          plans.
5. Business process streaming                      4. Reliance on service areas to have skill sets, but
6. Website development/re-design                      knowledge vested in only a few people or
7. e-Government development, full corporate           even an individual person (e.g. efinancials)
   implementation of products bought/installed     5. Lack of specialist skills
   to meet e-Government requirements.              6. Retention of skilled ICT staff (approximately
8. Customer focussed website                          50 vacancies in BBC)
                                                   7. Lack of ownership of systems, projects
                                                   8. Lack of member involvement and
                                                      understanding of ICT issues
                                                   9. Lack of full project management cycle, once
                                                      system implemented move on to next, what
                                                      about post implementation reviews etc.




Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    56
     Boston Borough Council                                                                                             APPENDICES



16   APPENDIX D – Key Processes for CMM levels

     Each of the levels requires the service to have all the listed key processes in place, together with the
     processes from the previous levels.

     Level                                                                       Current State at Boston Borough Council

     Level 1: Initial
         No key process areas prescribed for level 1

     Level 2: Repeatable
         Service Commitment Management.
         Service Delivery Planning. ......................................................................... Service Development Plan
         Service Tracking & Oversight.
         Subcontract Management.
         Configuration Management.
         Service Request & Incident Management.
         Service Quality Assurance.

     Level 3: Defined
         Organisation Service Definition.
         Organisation Process Definition.
         Organisation Process Focus.
         Integrated Service Management.
         Service Delivery.
         Intergroup Coordination.
         Training Program. ..................................................................................... Personal development plans
         Resource Management.
         Problem Management.

     Level 4: Managed
         Quantitative Process Management.
         Service Quality Management.
         Financial Service Management .............................................................. Corporate Financial planning

     Level 5: Optimising
         Process Change Management. ............................................................................... Being implemented
         Technology Change Management.
         Problem Prevention.




     Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
     ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    57
         Boston Borough Council                                                                  APPENDICES



17       APPENDIX E – Other Workshop Outputs
17.1.1       The Council expectations of ICT from the workshop sessions were:
              to contribute to service delivery efficiency and effectiveness;
              to be available on demand, wherever and whenever it is wanted within agreed limits;
              to be well-co-ordinated, well planned and appropriately resourced;
              to meet statutory obligations and government guidelines, notably e-Government and its accent
                on Customer Focus, the requirements of the Data Protection Act (DPA) and Freedom of
                Information Act (FOI);
              to be proactive in identifying technologies of benefit to the Council – both internally and in
                improving customer service;
              to provide demonstrable value for money;
              to achieve excellent performance and quality – in the upper quartiles of comparators;
              to be responsive to and supportive of service needs;
              to employ good information management practice (including good practice relating to the
                ownership, security and sharing of information);
              to support business continuity of the Council and its services;
              to demonstrate both a resilient and robust approach to the delivery of an ICT service that
                meets the requirements of the Council.



18       APPENDIX F – Connectivity references
         The Simple Object Access Protocol (SOAP) is a simple XML-based protocol that can run over
         different transports. At the moment, the random number server only supports the Hypertext Transfer
         Protocol (HTTP). If you are new to SOAP, you might want to check out the W3School's SOAP
         tutorial.

         Services that can be accessed via SOAP are often described in the Web Service Definition Language
         (WSDL). WSDL is comparable to the Interface Definition Language (IDL) often used with CORBA
         but contains information not only about the interface to the server, but also about its location. (In
         CORBA, information about server locations is stored in server references, not in the interface
         descriptions.)




         Boston Borough Council – ICT Strategy and Service Review             Document status: Draft
         ICT Strategy – 14.12.2006 – 15fc3f44-7dbe-4cc3-be58-1c3447450362.doc                    58

				
DOCUMENT INFO
Description: Ict Programme Management document sample