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Implementing Electronic Government Statement July 2001 CONTENTS Page 1. OVERVIEW & VISION 1 1.1 Vision for modern service delivery in 2005 1 1.1.1 The broader context 1 1.1.2 Customer service: our aims 1 1.1.3 Customer expectations 2 1.1.4 Our objectives 2 1.2 Role of Partnerships 3 1.3 Overview of costs, benefits and savings 4 1.4 The modernisation agenda 5 2. STRATEGY AND PROGRAMME 6 2.1 Strategic approach 6 2.2 Which Services by when? 6 2.3 Which channels by when? 7 2.3.1 Front-Line Service Points 7 2.3.2 Telephone access and Contact Centres 8 2.3.3 Public access ICT 10 2.3.4 Interactive digital TV 10 2.4 E-procurement 11 2.5 E-recruitment 11 2.6 Co-ordination with national projects 11 3. CRITICAL SUCCESS FACTORS 12 3.1 Web site and Intranet 13 3.2 Information management 13 3.3 Technology 14 3.3.1 ICT Strategy 14 3.3.2 Inter-operability 15 3.4 Community skills development 16 4. MANAGING TRANSITION 17 4.1 Project and risk management 17 4.2 Costs, benefits and savings (*) 17 4.3 Human resource issues 19 4.3.1 Skills development 19 4.3.2 Teleworking and mobile technology 20 4.4 Asset management 20 4.5 Integration with Service programmes 21 4.6 Monitoring, review and benchmarking 21 * Financial projections 22 5. SUMMARY TIMELINE AND MILESTONES 23 APPENDICES 1. Summary of Kirklees Vision & Strategy 25 2. Local customer research evidence 26 3. Service roll-out programme 27 4. Contact Centres 30 5. Strategic IT initiatives 33 6. Information, CSS and IT management framework 38 7. IT risk assessment 39 8. Overall IEG risk assessment 43 G:\Admin\AdmHor\Report\IEG - Final.doc 1 KIRKLEES METROPOLITAN COUNCIL IMPLEMENTING ELECTRONIC GOVERNMENT STATEMENT – JULY 2001 INTRODUCTION This Statement has been developed from the Council‟s broader Information & IT Strategy in order to meet the specific requirement to prepare and submit an Implementing Electronic Government Statement (IEGS). It is organised in the following sections: 1. Overview and vision 2. Strategy and programme 3. Critical success factors 4. Managing transition. 5. Summary timeline and milestones. 1. OVERVIEW AND VISION 1.1 Vision for modern service delivery in 2005 1.1.1 The broader context The Council has developed a vision of the future of Kirklees, in partnership with local people, community organisations, other agencies and business representatives. A summary of the Vision, agreed in this form in 1999, is attached (Appendix 1). By April 2002, the Kirklees Partnership will have reviewed and revised this as a Community Strategy, in accordance with the Local Government Act 2000, and used it as a basis to negotiate a local Public Service Agreement. The Council has three broad roles in delivering the vision: seek to give best value in the delivery of services for which we are We responsible. provide support to involve residents, organisations and enterprises in We the decisions that affect them. provide community leadership in securing the social, economic and We environmental well-being of Kirklees, grounded in democratic accountability. Despite the breadth of the Council‟s strategic and developmental roles, its most fundamental responsibility is in securing service delivery. This role is also the focus of this IEG Statement. However, links to the wider governance and modernisation agendas are also addressed, and the Council is already exploring with its partners how e-government issues can be taken forward collaboratively. 1.1.2 Customer service: our aims The Council‟s Customer Services Strategy has as its fundamental aim: G:\Admin\AdmHor\Report\IEG - Final.doc 2 To enable every customer to have easy access to unified customer services, at their convenience, through a choice of access points and achieving equal service outcomes. To achieve this aim, the Council agreed, in July 1997, to transform its delivery of services, over the following 5-10 years, through: Flexible and convenient access Customer focus and customer care Cost-effective ICT „Seamless‟ equal access based on local community needs Generic working Co-location of existing services. The Government‟s 2005 target for Electronic Service Delivery (ESD) falls squarely within this time horizon. 1.1.3 Customer expectations National and our own local research has made it abundantly clear that customers expect: be able to contact the Council in the way which suits their circumstances To –a majority by phone, but also face-to-face and increasingly by electronic means. When using the phone, to have the call answered, and in all cases to obtain the information they need, quickly and accurately. complete a transaction without being passed from contact to contact. To to repeat the same information each time they contact us. Not be able to make payments by credit or debit cards. To be able to contact us outside „office hours‟ – particularly in the early To evenings and on Saturday mornings. That we can respond to „whole‟ issues (for example around „life episodes‟) in a unified way, irrespective of our departmental boundaries. Local research evidence on these and related issues is attached at Appendix 2. 1.1.4 Our objectives Our objectives for 2005 are therefore that: Customers will have a real choice of channels to access services. These will include: Multi-service Contact Centres for telephone and e-mail contact, open at least 64 hours per week. The diversity of services provided by a unitary Council means we must strike a careful balance between generic working and adequate specialist attention. At present we believe this will best be achieved by four thematic groupings of transaction types, each with a dedicated contact number. G:\Admin\AdmHor\Report\IEG - Final.doc 3 network of front-line service points offering face-to-face contact. Kirklees A covers 160 square miles and embraces large and small towns and dispersed rural settlements. This means offering a hierarchy of service, with trade-offs between distance travelled and complexity of service (just as people expect when shopping in the private sector). Our aim is to replace single-service facilities with integrated ones, where possible in partnership with other agencies such the Post Office and Primary Care Trusts. fully transactional web site for those who prefer to use electronic self- A service. Our approved Pathfinder project (with Tameside MBC and LB Waltham Forest) is particularly focussed on developing this strand, whilst our successful ISB-3 bid will explore the potential for access via digital TV. There will be common standards of service whichever channel is used, secured by unified management of the above facilities. Building on Council standards which have been in place for a decade, these will cover basic customer care behaviour; equal access for all customers; timeliness and quality of delivery; availability and accuracy of information; choice of means of payment; and indeed all aspects of the customer transaction. There will be integrated information management and ICT, to capture customer histories (subject to information security and data protection safeguards), and to ensure adequate links to „back-office‟ systems and readily available monitoring information on performance. Most customer interactions will be handled through the ‘front office’ channels outlined above. Our aim is for front-line staff to handle 80% of queries, freeing „back office‟ resources for more complex tasks. However, the Council will also maintain specialist channels, particularly in the social care and regulatory services, for the remaining 20% or fewer of transactions. 1.2 Role of Partnerships The Council is a long-standing pioneer of a wide range of partnerships, but these are under-developed as yet in the e-government arena, and the Council recognises that further development of such partnerships will be essential. The Kirklees Partnership – our Local Strategic Partnership – will develop its Community Strategy by April 2002. This will add to the themes of the existing Vision & Strategy (App. 1) a „seventh strand‟ focussed on community and citizen access to information. A Partnership seminar on this theme has already been held and partners have begun to discuss the potential for: Shared information. Protocols are established between the Council and the Police in the Crime and Disorder arena, and there active discussions in hand with the Health Service. Shared delivery channels. There is definite interest amongst Partners in a Kirklees portal, and in shared contact centre facilities. Opportunities for colocation will be pursued within the Front Line Service Points strategy (see below). G:\Admin\AdmHor\Report\IEG - Final.doc 4 Specific ‘joined-up’ services. As examples to date: - The Kirklees Business Partnership, which brings together the Council, local business intermediaries and all 13 statutory regulators, has a web site (www.kbp.org.uk) with links to the KMC site and those of all other regulators. This offers an electronic enquiry form through which business can raise, and have answered, any regulatory issues. - The West Yorkshire Connexions Partnership, to be established in April 2002, will be highly reliant on ICT to provide information to young people – with a web site already in existence – and to communicate with them. There will be free internet access from all schools and Careers Service offices as well as from our libraries and Community Access to Lifelong Learning centres. - Under the Kirklees Community Advice and Legal Services Partnership the advice sector, which includes Council and voluntary sector services, is looking to develop extensive web-sites and technology to increase access to legal information and advice. Equally important are technology partnerships to develop the digital infrastructure. The Council‟s data and voice networks are provided by private sector managed service suppliers. The Council has also successfully obtained ISB-3 (Invest to Save) funding, in partnership with the Health Authority and a TV supplier, to pilot digital TV access to public services. These projects are detailed below. West Yorkshire authorities have commissioned CDW Associates to carry out work in August and September 2001 to identify cross-authority developments that could be jointly worked on, and elements of a common approach to partnership working with other public bodies 1.3 Overview of costs, benefits and savings The Council believes there will be major benefits to our customers and citizens from the realisation of the objectives outlined above, based as they are on a strong body of evidence about public expectations. We will be able to track the impact of our egovernment initiatives through well-established mechanisms for gaining customer feedback. There are, however, very substantial costs in achieving these benefits. Some of the more obvious are: the capital side, investment in ICT and in new facilities such as contact On centre accommodation. the revenue side, the staffing costs of maintaining longer hours of public On access to services. G:\Admin\AdmHor\Report\IEG - Final.doc 5 Equally there are of course savings to be achieved, notably from: The opportunity over a period to rationalise existing service channels. Reduced transaction costs as customers are encouraged to switch to more costeffective channels. But it Is certain that costs will precede savings, and up-front financial support through Government funding streams such as Local Government On-line (LGOL) and Invest to Save (ISB) is therefore essential to the achievement of the Government‟s targets. These issues are developed more fully, and so far as possible quantified, in section 4.2 below. 1.4 The modernisation agenda Although this Statement is focussed on electronic service delivery, the Council fully appreciates the links between e-government and the wider modernisation agenda. For example: Social inclusion. Much has been written about the 'digital divide', and there are real risks of social exclusion through lack of access to, or skills in using, the new media. Explicit strategies are developed below to address this. Equally, however, electronic media can be a tool of inclusion, for example for citizens with disabilities, those on low incomes, and people from minority ethnic communities. An integrated strategy for community access to ICT, drawing on national and local funding streams including UK Online and the Peoples Network, is currently being implemented in community access points within the district (see 2.3.3). Web pages have recently been developed to support the Council‟s new Equality Networks. Community engagement. The KMC web site already offers opportunities for consultation and feedback. More broadly, the Council has embarked on a programme of devolution and community engagement, including the development of devolved area committees, increased Member involvement, and community action planning. This will provide opportunities for local people, through personal and community ICT access, to inform local decision-making on as a wide a basis as possible. Executive management. The Council is currently testing a range of models for decision-making and scrutiny, in advance of a Mayoral referendum in October 2001 and subsequent adoption of a constitution. Ready access by Members to summarised information about decisions, and detailed background when required, will be crucial to the effectiveness and transparency of new arrangements. All Members have e-mail addresses and Intranet access, and detailed proposals for content are currently being developed. The web site also enables improved public information about decision-making, which is the basis of transparency and accountability. The Government‟s agenda for modernising public services also includes major initiatives in IT infrastructure. The Council‟s plans to link to these are set out below. G:\Admin\AdmHor\Report\IEG - Final.doc 6 2. STRATEGY AND PROGRAMME Against the previous broad background, this section details the Council‟s strategy and programmes of work to meet the Government‟s ESD targets. 2.1 Strategic approach The Council is committed to pursue the Government‟s target of 100% electronic capability in feasible services by 2005. As a Pathfinder, we are also committed to a target of 40% e-enablement by April 2002. Our partner, Tameside MBC, has negotiated a „stretched target‟ of 100% by 2003 in its local Public Service Agreement, and we will consider an ESD target for our own PSA. However, it is vital to see these targets as measures of effective customer service, not as an end in themselves, and to maintain a balanced approach. In particular: „Quick wins‟ can and will be gained by placing a whole range of customer- facing forms and Frequently Asked Questions (FAQs) on our web site, without initial integration with back-office systems. However, there are risks of „double-entry‟ here, and alongside the quick wins in broadening the range of services offered, we will be researching the various technical routes to fuller integration so that the offer to customers can also be „deepened‟. Customer research to date has identified only a small minority whose preferred access route to the Council is through our web site. We recognise that this is likely to change rapidly, with 20 million of the national population over 16 now having Internet access at home or work, and 10 million homes now having access, according to Oftel (June 2001). Oftel also report 59% of the population anticipating having Internet access by 2004, and 62% wanting to access at least one transactional service. But face-to-face and telephone contact will remain crucial for many customers, and our IT systems will be designed for „dual use‟ – both for customer self-service and for staff handling customer requests by telephone or over the counter. 2.2 Which Services by when? In this context, the Council‟s programme is as follows: 1. Through our Pathfinder partnership, place a large array of forms and FAQs on our web site/Intranet by April 2002, to achieve the Pathfinder 40% target. To achieve „quick wins‟ the initial focus is on: Forms not requiring signatures, verifications or payments. Transaction matching the roll-out programme for the Contact Centres (see below). Those not requiring complex processes across Service or agency boundaries. Pragmatically, those where Services can offer the enthusiasm and resource to achieve early gains. G:\Admin\AdmHor\Report\IEG - Final.doc 7 Appendix 3 sets out those transactions already on our web site and those planned by April 2002. We also comment there on BVPI 157, the proposed measure of progress, which we believe needs improvement. 2. In parallel, and again through the Pathfinder, research the most effective means of back-office integration and begin to re-engineer back office processes. Our aim is to complete this work by December 2001. 3. Define our „100%‟, and prioritise/programme the remaining 60%, against: Government criteria as set out in the IEG Guidelines – volumes, statutory change and efficiency gain. Local evidence of customer concerns. Scope for offering synergy across related services. 4. Negotiate with Partners, using similar criteria, to identify potential joint e- enabled services for future years. There is a particular need to develop better payment facilities for customers. The ability to pay electronically „up front‟ will increase customer satisfaction, reduce transaction costs, and improve Council cash-flow and debt management. At present the Council offers direct debit/standing order facilities which are well-used, but offers very limited facilities for telephone or web payment by credit or debit card. A pilot is to commence shortly, jointly with Tameside, to process sundry debtor accounts by telephone. This will be reviewed in January 2002 and future strategy will be to: Extend the facility to web payments and all FLSPs. Extend from sundry debtors to other income streams, particularly Council tax and Housing rents. Switch where possible from invoicing to advance payment – which may in turn require a review of pricing policies. 2.3 Which channels by when? Key features of the Council‟s existing pattern of access to services are: extensive network of front-line service points, reflecting the dispersed An nature of the District and individual Service histories. Telephone as the primary mode of access, accounting for some 70% of all contacts, but with substantial problems for customers in getting through and obtaining a satisfactory response. Limited development to date of the web site as an access channel. 2.3.1 Front-Line Service Points Over the last two years, the Council has begun to rationalise its front-line service points (FLSPs) by establishing: G:\Admin\AdmHor\Report\IEG - Final.doc 8 Two major Kirklees Information Points (KIPs) – one-stop shops for a significant range of services – in the major centres of Huddersfield and Dewsbury. Three of an eventual 5 or 6 smaller generic service points („township KIPs‟) in smaller centres, with a more restricted range of services available on demand, but with links to other facilities. However, a wide range of Service-specific facilities also remain in operation. The Council's 61 core FLSPs will be restructured over the next 3 years to create a network providing locations within 1 mile of 80% of the population and, for the remainder, FLSPs in convenient district or local centres. Each FLSP will use the Intranet to provide a menu of services, referrals and electronic forms, at the same time as enabling staff to provide a wide range of real-time information services. Each will also have freephone links to the Council's Contact Centres. All FLSPs will accept noncash payments, and approximately 90 Post Offices will accept cash payments, linked via the Post Office Network to the Council. Intranet access will be rolled out to trusted public sector partners (eg Primary Care Trusts) to permit their FLSPs to access appropriate Council information and to make referrals to and from Council services for their clients. Opportunities for joint or colocated facilities with other agencies will be explored through the Kirklees Partnership. Free access internet terminals with bookmarked and hot-linked public service sites are being installed at a range of public FLSPs and community and education venues (see 2.3.3 below), providing easy access to Council and other public sector information via the Web. 2.3.2 Telephone access and Contact Centres The Council‟s telecomms. strategy over the last decade has been based on: Extensive promotion of direct-dial numbers for individual functions. central switchboard to handle residual calls and undertake diagnosis and A signposting of customer requirements. Specialist facilities including an automated reporting line for all highway- related matters (ROSS) and a front office call centre within the Revenues & Benefits Service. The latter in particular has been overwhelmed by the volume of calls from our 160,000 Council Tax payers and the Council is currently employing a private sector call handling service to manage this facility, which is providing valuable learning. Although this architecture has strengths, its multitude of specialist lines is ill- suited to the needs of extended-hours access, when „back office‟ staff may simply be unavailable. Nor does it lend itself to an integrated response to customers who may access the Council through different channels at different times. Accordingly the Council has committed itself to a major programme of Contact Centre development. G:\Admin\AdmHor\Report\IEG - Final.doc 9 The Council‟s approach is to have four thematic contact centres: - Home (Housing/Refuse Services/Switchboard) - Finance (Council Tax/Benefits) - Personal Services (Social/Education/Health) - Street Care (Highways/Street Cleaning/Grounds Maintenance) Whilst each contact centre will need to have a slightly different approach, there will be common areas such as: Corporate standards of call handling. Common hand-off processes and procedures. Single CRM database and information. Consistent standards and skills in the areas of customer care, IT and specialised knowledge. The development and roll out of the contact centres is across a broad front, achieving early improvements and their consolidation through investment in buildings, technology and staff development. Phasings of the above centre(s) are: Home 10/2001 – 1/2002 Finance 6/2001 – 3/2002 (Co-location of these centres 6/2002) Street Care 10/2001 – 10/2002 Personal 11/2001 – 2003 (Full integration of technology by 2005). The Contact Centre project is detailed more fully in appendix 4. As with the FLSPs, there may be opportunities for „joined up‟ call handling with other agencies, and this will be explored through the Kirklees Partnership. Further work will also be required to bring the more complex transactions of regulatory services within the above framework. Already, however, the Council provides a one-stop helpline on all regulatory enquiries (covering Council and non-Council Services). This was part of our successful Beacon application under the „competitiveness and enterprise‟ banner. G:\Admin\AdmHor\Report\IEG - Final.doc 10 2.3.3 Public access ICT Although web access to the Council is an attractive and efficient option, not all customers will have on-line access at home. Kirklees is developing a partnership approach to providing, planning and promoting public access to ICT. Already 960 terminals are in operation at a range of locations – libraries, FE colleges, community facilities and community schools. Over the next 3 years the objectives are: agree a regularly updated hardware and software specification, to identify and fill gaps in provision (both in terms of geographical to distribution and targeted reduction in social exclusion) – to this end all facilities are recorded on a corporate GIS system as they are put in place; cross-promote the facilities to a range of priority groups, and to find solutions to the long term sustainability of the provision and the to necessary technical and learner/user support. The strategy is founded on a set of agreed protocols and priorities which will enable development of integrated provision without distorting the service delivery agendas of the partners. Advantage will be taken of a range of funding streams, including UK On- Line, NGFL, HFECE, the People‟s Network and the New Opportunities Fund. 2.3.4 Interactive digital TV Many commentators have argued that digital TV will be the route to mass internet access. To explore this potential, Kirklees Council and partners are undertaking a 2- year pilot project to assess how user-friendly and useful DTV could be as a method of accessing public sector services. Whilst the technological capacity exists we know very little about the public‟s attitude to electronic service delivery. This is particularly the case in disadvantaged communities where residents tend to use public services more than other sections of the population but have little or no access to the electronic means of doing so. The project attempts to redress this imbalance and will test whether providing information about health and local authority matters in this way is acceptable and useful to the communities identified within the scope of the project. The prime objectives are to: Test customer views of digital TV as a medium to access public services. Explore and evaluate the range of services suitable for inclusion in a project of this nature. Understand how the use of digital TV can add value to public services Test the technology and its suitability for future use. Identify what types of information may help provide future business improvements for public services. local people in control, thereby challenging service provider Put assumptions. Improve customer relations Test the ability of the public to cope with electronic access and to use the interactive service. G:\Admin\AdmHor\Report\IEG - Final.doc 11 The Council‟s partners are Calderdale and Kirklees Health Authority, NHS Direct, NTL and local community arts group Artimedia. The web/Intranet is a crucial underpinning technology for all the channels, and our web/Intranet strategy is set out below (section 3.1). 2.4 E-procurement Although this Statement focuses on service delivery, the Council recognises that the Government has also set targets for e-procurement and that, as with electronic payments, there are substantial opportunities to reduce transaction costs. Automatic payment by BACS is available to all suppliers of goods and services, and suppliers are regularly encouraged to use this method. Over 80% of invoices are now paid in this way (as are almost all payroll transactions and over 50% of Housing Benefit payments). However, the vision is to automate the whole purchasing cycle, from ordering through invoicing to payment, in order to reduce administrative costs and improve financial control through commitment accounting. This will be achievable in the first instance for purchases through the Yorkshire Purchasing Organisation. Open market purchases will take longer to automate but various options, including those offered nationally through IdeA‟s Marketplace project, are currently being researched. The Council, along with Preston Borough Council, has submitted an expression of interest in bidding for funds under ISB round 4, to set up an e-procurement system for use by local authorities in the North of England, with access to catalogues of local and national suppliers. One of the outcomes of this project would be a blueprint for other authorities planning to set up similar e-procurement systems. 2.5 E-recruitment Job-seekers, like suppliers, are another less obvious „customer‟ group. In preparing for a Best Value Review of the Personnel function, targets have been set for the delivery of application forms and information packs for Council vacancies to applicants, and the receipt of applications, on line by the end of March 2002. This facility will address customer demand for internet-based communication in this area, although the Council‟s commitment to equal opportunities in recruitment means that we do not foresee a time when such facilities will fully replace hard copy. This project also acknowledges the growth in internet recruitment advertising. While all Council jobs have been posted on our own web site since 1999, a pilot scheme to work in partnership with private sector partners is being developed. This will assess the impact on applications and advertising spend of placing adverts on a public jobs web site. 2.6 Co-ordination with national projects The Council welcomes the fact that key elements of the e-government infrastructure are being provided nationally. The IDeA Marketplace initiative has been referred to above. Other key national projects are: G:\Admin\AdmHor\Report\IEG - Final.doc 12 National Land & Property Gazetteer. The draft LLPG for Kirklees was produced in time for the first cut of the NLPG in March 2001 and was one of 80 authorities‟ accepted for inclusion. A detailed project plan includes linkage with the statutory National Street Gazetteer; use to „cleanse‟ key Service systems; and availability on the Intranet. It is anticipated that the formal agreement with LGIH will be signed in August 2001 and the gazetteer completed by December 2001. National Land Information Service. The Council is already receiving searches over the Internet, and work is in hand to establish a direct interface between our Local Land Charges system and the NLIS hub. The Council is working jointly with the hub providers to market the service to local solicitors. The partnership with NLIS and our software provider will also provide the capacity to respond to the Seller‟s Pack initiative once this legislation is revived. Electoral Register. This project is at an early stage nationally. The Kirklees registers are already available over our Wide Area Network and we therefore anticipate no problem in linking to the national project at the appropriate time. On-Line Citizen Portal. This is linked to the Kirklees Council web site, UK although we acknowledge that the link can be improved. We are not clear about Government expectations beyond that, other than in terms of technical compatibility (see below). National Grid for Learning. Now in its third year, this has provided internet access for all schools and has funded a range of other ICT developments including some networks. Also funded is the Regional Broadband project involving 12 of the 15 LEAs in Yorkshire & Humberside. This will provide fast connections between schools, libraries and museums in the region, with a link to the Kirklees WAN. Exploration is now under way to identify the opportunities for improved email/ internet links for schools and the LEA. The Council‟s convergence with national technical standards is set out below. 3. CRITICAL SUCCESS FACTORS Delivery of the ambitious public outcomes set out above is dependent on key elements of infrastructure. In particular there is a need for: robust web site/Intranet, supported by: A Effective information management; and resilient technical infrastructure. A Equally important is a widespread and inclusive ability in the community to use the new channels and – addressed in section 4 below – the change management capability of the Council itself. G:\Admin\AdmHor\Report\IEG - Final.doc 13 3.1 Web site and Intranet The Council‟s web site (www.kirkleesmc.gov.uk) and Intranet are the crucial platform for the delivery of e-government. This is because an integrated site design can provide a self-service channel for those customers who choose to use it, whether via PC or TV, and can also be used in the same way by staff handling face-to- face or telephone customer interactions. The Council‟s Intranet was launched in October 1999 and has already reached over three-quarters of the Council‟s 4000 or so PC users; it is now part of the standard desktop, and roll-out to all technically practicable work stations will be completed within the next 12 months. Following an earlier pilot, the new web-site was launched in April 2000, has won the RNIB award for content and accessibility and was short- listed for enhancing public service provision in the local government website awards 2000. It is now attracting some 800,000 monthly hits to the site. The designs of the web site and Intranet have been aligned to maximise common information holdings and ease of use for staff. Key development projects now in hand, which support other elements of this strategy, include: On-line customer service forms. Database to capture generic customer details, as a building block towards CRM. Pilot system for debtor payments. Web-based LLPG. Web-based Council decision information. Comprehensive „reference library‟ of Council policies and procedures. A baseline external assessment of the site was commissioned as part of the Pathfinder project and issues arising from that will be integrated with the above action plan. Consideration will be given to multi-language facilities, where our partnership with LB Waltham Forest should assist. The Council is already preparing for the impact of the Freedom of Information Act and sees the web site as a key platform for its publication scheme. 3.2 Information management The web site/Intranet will only be as good as the information on which it relies. The Council has recognised the critical importance of effective information management to the e-government and wider modernisation agendas in several ways: formal corporate Information Management Policy has been agreed, A setting out 20 quality standards for information management. Services are developing Information Management Action Plans which All will identify their information requirements and how they will address the corporate standards. corporate Information Management team is being established to co- A ordinate these activities across the Council and to ensure continuing compliance with data protection, freedom of information and other relevant legislation. G:\Admin\AdmHor\Report\IEG - Final.doc 14 The assessment of which IM functions should be undertaken corporately and which devolved is a key issue for a large metropolitan council, as a fully corporate solution is impractical and a fully federal solution clearly inefficient. The LLPG is being managed centrally and the other key initiative at this stage is the development of Customer Relations Management (CRM). As part of the Pathfinder Partnership, the Council is developing a browser- based facility to enable access by customer service staff to back office systems, which will also provide a database to support customer transactions. The database will work across the Council, holding base information including addresses and customer details. Transactions will be held on the database, enabling the Council both to progress requests and to respond to queries from customers on previous requests. To maximise the benefits in terms of unit costs and service levels, line of business systems will be integrated with the CRM database. This will ensure the capture of data from Contact Centres, FLSPs and the web without double entry. This project, while in its early stages, has already highlighted the different levels of complexity in achieving integration, and different solutions are being investigated with software suppliers. As it develops it will expose the tension between „joined- up‟ customer information and data protection, and the Council looks forward to the promised Cabinet Office guidance on this issue. Beyond these initial commitments to LLPG and CRM, it will be a key task for the incoming Corporate Information Manager to advise on further corporate initiatives. 3.3 Technology 3.3.1 ICT Strategy As important as good information management is a resilient technical infrastructure. Key features of the Council‟s ICT strategy are the following: Networks. The Council‟s voice and data networks are provided under managed service contracts, enabling flexibility in terms of capacity and facilities. The contracts have been arranged so that both are due to be tendered for June 2005. This will facilitate the work on voice and data convergence which is starting in 2001. Key activities in the short term are, for the data network, a review of the Server Strategy, and for the voice network, support to Contact Centre developments. The medium term action is increased capacity to take account of e-services. Platforms. These have been rationalised to provide an effective Unix facility, with migration from the mainframe (VME) to be completed by April 2002. The NT environment is still comparatively unstable, although it is becoming the preferred option for some line of business system suppliers. In the short term the key initiatives are the Server and Operations Best Value Review(s). In addition to addressing procurement and support, these reviews will examine levels of resilience, key to the delivery of services. G:\Admin\AdmHor\Report\IEG - Final.doc 15 Desktop. The Council has a standard desktop that meets both corporate and service needs in the short and medium term, with 88% of PC users now attached to the Wide Area Network. Following a completed Best Value Review, the key activity through the Service Improvement Plan is to provide the necessary resilience and support to ensure public service continuity. A replacement/rental strategy is in place to enable PCs to be upgraded where this is required. The longer term significant issue will be changes to the desktop with the convergence of voice and data. Business systems. The procurement of line of business applications provides a strong basis for Council Services to develop. These systems continue to be enhanced, although the strategy brings with it a number of issues with regard to integration with the Customer Relations Management database, in that each application presents unique problems requiring bespoke work. Corporate systems. The Council has robust, secure and expandable systems for the provision of e-mail, Internet and Intranet. In the medium term these three facilities will require additional resilience and support as they become central to the Council‟s extended customer services strategy. A schedule of the Council‟s strategic ICT initiatives is attached at appendix 5 3.3.2 Inter-operability The Government requirements for the electronic interchange of information (e-GIF) are based on XML standards and agreed data formats (XML schemas) to facilitate the electronic interchange of data with Government departments. At the moment only a limited number of formats have been published and many of these relate to the movement of data within central government. The schemas for interacting with the Government Portal are available and will be used to inform our development of the Kirklees web site. There is also a schema for submitting end of year PAYE returns to the Inland Revenue. KMC uses software from our payroll system supplier to make this return, currently on magnetic tape, and will expect them to comply with e-GIF standards prior to 2005. The Council is also aware of, and will track, proposals to implement a local/central government secure network (L-GSI), although these do not yet appear to be influencing practical discussions, for example between the DfEE and the Education Service. Interoperability within KMC is being addressed both within the CRM initiative described above and in work being undertaken on data management. In order for CRM and other systems to communicate, there must be a means of translating the key fields used for accessing one system to the key fields needed to access the others. The LLPG will provide consistent address keys, but a wider data audit is being undertaken to identify all inter-system links and key fields. This will identify how data can be fed between or extracted from several systems to provide an integrated customer service, and will also offer efficiency gains by eliminating data inconsistency and duplication. G:\Admin\AdmHor\Report\IEG - Final.doc 16 3.4 Community skills development The Council recognises the importance of enabling all sections of the community to take advantage of the new electronic media. This involves more than creating the public access channels described above - there is also a need for active and targeted development of the necessary skills, in support of Lifelong learning, the fulfillment of the regional e-skills targets and the development of communities and individuals. It is recognised that users and learners will have very different needs. For example; Libraries and other public access ICT locations form soft entry points where people out of the habit of learning or training can begin to engage at their own pace. colleges' outstations provide places near to students' homes where they FE can study for courses and get remote tutor support. Specialist support is available to specific groups of adult learners and ICT users: Fe-email are based at the Media Centre and offer training to women in ICT skills; U3A rents Libraries' Holmfirth ICT training suite to teach groups of older people ICT skills. However, the major specific initiatives is the UK Online ICT Learning Centres initiative. This will establish an integrated network of Centres, managed and staffed by community organisations, in the 12 most disadvantaged wards in Kirklees. The project, managed by the Kirklees Learning Partnership, will receive £1.4m from UK Online and £0.5m from the New Opportunities Fund to equip Learning Centres with the latest technology to enable people to discover exactly how they can use it for leisure, work, at home or for their business. The project will train hard-to-reach groups in ICT through a programme of tasters and courses in a wide range of ICT applications, working with local people to create activities that reflect local ideas, and to create partnerships between individuals, community organisations, colleges and others. The network will consist of static centres, mobile facilities using notebook computers for outreach, and micro- facilities of one or two computers. Centres will provide a combination of conventional learning materials and content that is designed to engage and inspire new users. The will offer a welcoming environment with an emphasis on discovery and enjoyment. The staff at the Centres will help individuals to use the Internet and e-mail and to understand how to shop electronically, contact friends and family and to obtain information on sport, arts, jobs and local services. Within the designated wards, the project is aimed at: People who need help with basic skills Lone parents People from ethnic minorities Unemployed people People with disabilities People who are over 60. G:\Admin\AdmHor\Report\IEG - Final.doc 17 Skills development is also important to the Council's own workforce and is addressed below. 4. MANAGING TRANSITION The Council recognises that a major change process is needed to achieve the strategy and programmes outlined above. 4.1 Project and risk management The Council‟s management arrangements for the work described in this Statement include the following: Member of the Council‟s all-party Cabinet, Cllr Robert Light, as elected Member eenvoy – supported by an active (and again all-Party) Information & Customer Services Panel chaired by Cllr Paul Battye. Deputy Chief Executive (DCE) as officer e-envoy – Rob Vincent. Corporate Information & IT Strategy Group, led by DCE and including other appropriate Directors and Heads of Service (chief officers). Action plans for each strand within the I & IT Strategy (e.g. customer service, public access, Web/Intranet, information management, technical infrastructure), each led by an appropriate chief officer. Specific project plans within each action plan, with identified lead officers, resource requirement and timescales. The chart at appendix 6 details these arrangements. Risk management is inherent within the project management methodology. For the most pressing major project, the corporate contact centre, an explicit risk register has been developed and is actively managed. This discipline is now being extended to other major projects. Risk assessment of the IT infrastructure has also been developed with District Audit, and is attached at appendix 7. Risks associated with this IEG strategy itself have also been carefully considered and an analysis appears at appendix 8. 4.2 Costs, benefits and savings Council services are often contrasted unfavourably with on-line providers in such areas as insurance and banking, and customers‟ experience in those sectors has clearly influenced expectations of the public sector. However, a commercial enterprise investing in electronic service delivery has – in principle – some clear-cut commercial decisions to make. The key issue is the trade-off between the costs incurred and the business growth achieved through the number and profitability of customers gained. For most Council services, cost/benefit trade-offs are more complex than this, for one or more of these reasons: Councils carry universal service obligations that preclude screening out „unprofitable‟ customers (one objective of private sector CRM systems). G:\Admin\AdmHor\Report\IEG - Final.doc 18 Councils are often monopoly providers of services with strong „public good‟ characteristics and little or no scope for growth. Many services have no price which can be set against cost, but are rationed on nonfinancial criteria Expenditure is limited by tax and borrowing constraints rather than by the marginal customer‟s willingness to pay. Decisions about service provision are taken by elected Members accountable to the public, and not solely on „business‟ grounds. These factors mean that an assessment of the „benefit‟ from ESD, whether in meeting more customer needs or achieving greater satisfaction, is likely to be judgmental and politicised rather than quantitative and hard-edged. What is easier in principle – though far from easy in practice – is to assess the balance of financial costs and savings, once a particular course of action has been judged beneficial. Key elements of the balance sheet will include: Costs Savings One-off One-off Investment in IT –especially systems integration and resilience for high transaction volumes Adaptation and fitting-out of buildings (e.g. contact centre) Disposal of obsolete facilities Staff retraining Recurrent Recurrent Maintenance of IT Lower transaction costs (e.g. from on-line payments) Longer opening hours – staff and IT costs Higher productivity Flexible working/reduced office accommodation? Less need for paper and storage space? The table illustrates that: Costs will precede savings – new facilities created before old ones can be run down. Costs will be focused as new budget lines – savings will be diffused across the organisation, and harder to capture. Funding strategies will have to reflect this profile. This means that: „Front-loaded‟ Government funding regimes, such as ISB and LGOL, are essential to rapid progress. These can be replicated internally – for example, our 2001/2 budget includes substantial „up front‟ funding for the contact centre. Investment by private partners can play a key role – for example our managed service provider‟s investment in the data network, amortised through annual revenue budgets. G:\Admin\AdmHor\Report\IEG - Final.doc 19 However, the Government needs to recognise that: Major investment will be needed to achieve its 2005 targets. National targets can distort proper VfM considerations – Members locally must retain discretion over the trade-off between spending and customer benefit. Money can only be spent once – for example, efficiency savings can be reinvested for customer benefit or contribute to financial savings targets, but not both. Government funding for one-off investments (e.g. UK On-Line and the Peoples‟ Network) requires, for sustainability, funding to cover support staff, running costs and future replacement of hardware and software. The pace of change will inevitably reflect the geographical and social penetration, and acceptability, of electronic media. In this last respect, the Council recognises „hard choices‟ ahead, and acknowledges that it can influence customer preferences by promoting and incentivising particular channels. We are well aware, for example, that cheque payments cost some 20 times as much as BACS payments and that, in the utilities sector, billing queries over the web can cost little more than 1% of the costs of handling a letter. Our Pathfinder programme will include a drive to market electronic channels once a critical mass of transactions is available. The Council has a well-integrated financial and service planning process – not just in our own view but in District Audit‟s too. The issues in this section have received, and will continue to receive, careful consideration in the revenue and capital budget processes. The table at the end of this section (p.22) offers a „snapshot‟ summary of the current position. 4.3 Human resource issues The Council recognises that major issues of human resource management are implied by this programme of work. Implications for staff include: New relationships between front and back office, and between the Council and partner organisations. More generic styles of working in the front office. Extended opening hours – which are also an opportunity to advance the „family friendly‟ agenda. Flexible working in the geographical sense – with more home-based working and use of mobile technology for appropriate staff groups. New skill requirements, with major impact on training and development needs. 4.3.1 Skills development The development of ICT skills in the wider community has been addressed above. Within the Council itself, we recognise the importance of all the areas of skills development identified in the IEGS guidelines and we are currently revising our ICT training strategy. Commenting briefly on each area: G:\Admin\AdmHor\Report\IEG - Final.doc 20 Leadership (Members and senior management) – our corporate training plan supports both management and Member development. Business systems development – technical training by the IT Service is complemented by management and business skills training from the generic training programme. All senior IT staff are to be trained in project management to Prince 2 standard. End-user skills – provided by the in-house Training & Development Team, which has ECDL accreditation, through short courses and an open learning centre. Specialist user skills – usually provided jointly by suppliers and internal trainers. E-learning – a pilot has been undertaken in two Services and, following evaluation, the next stages are being planned. Procurement – short courses have been provided but the need for further skills development is recognised. support - the IT Service provides a help desk facility through Service IT Level Agreements, and the Training Team provides some on-line software support; discussions are in hand to rationalise these arrangements. Information management – competencies are being defined within broader current work on management competencies. 4.3.2 Teleworking and mobile technology The Council has been involved in a pilot EU-funded project, Target, to explore new working practices based on homeworking. The project has been developed in partnership with Wakefield City Council, South and West Yorkshire Passenger Transport Executives, Gothenburg and Bremen Councils. It set out to resolve any technological issues arising from remote working, to demonstrate travel savings and to identify successful means of remote management. These aims have been achieved and work is under way to explore the feasibility of phase 2 of the scheme. This would extend the pilot to a larger group of staff, provide tele-cottaging facilities within Council community facilities and extend provision of equipment to the Council‟s mobile workforce to collect/receive information and communicate remotely. There are already over 1300 mobile phones by Council staff, and growing numbers of personal digital assistants (PDAs), allowing remote use of email and office applications across all services. The majority of Councillors have laptops; six are piloting PDAs; and several Services are already using or planning to use mobile technology, including Social Services, Housing, Community Support and Highways. 4.4 Asset management There is a clear link, referred to in the national guidance on Asset Management Plans, between more flexible deployment of human resources and opportunities to rationalise the Council‟s property portfolio. Once again, however, the logic applies that new initiatives „up front‟ will not yield immediate savings opportunities, as typically only small pockets of space in larger buildings are vacated, or rented buildings are vacated with no capital benefit. The Council plans to initiate a strategic review of its office accommodation portfolio within the next 12 months within which this will be an important strand. G:\Admin\AdmHor\Report\IEG - Final.doc 21 4.5 Integration with Service programmes E-government is a corporate issue and is being managed as such in Kirklees. However, individual Services are in very distinct „businesses‟ and subject to their own statutory imperatives and central government planning processes. E- government initiatives, consistent with this IEGS, are reflected among others in the Council‟s: Housing Strategy Social Services Information Strategy (required by Dept of Health by September 2001). Local Cultural Strategy (due April 2002), which will draw on the existing Library and Peoples‟ Network Plans LEA Information Management Strategy (required by DfEE). Conversely, this IEG Statement will now form part of the strategic context for Servicespecific strategies and the Best Value Performance Plan. 4.6 Monitoring, review and benchmarking The project management arrangements set out above provide a robust mechanism for reviewing progress and revising plans in the light of experience. For example, in advance of the IEGS requirement, the Council‟s existing ICT Strategy (published in May 2000) was already under review by the Information & IT Strategy Group. That work, when completed, will provide detailed action plans in support of this IEG Statement. The Council has also just launched a new performance management regime which will facilitate the transmission of targets from this and other corporate programmes into the BVPP, Service Performance Plans, budgets, sectional and personal performance targets – although the very substantial integrative work to achieve this degree of „joining up‟ must not be under-estimated. The Council‟s work in this area as others will of course be subject to scrutiny. The Council is a member of several relevant national benchmarking groups and is forming strong regional and sub-regional links on e-government and related issues. G:\Admin\AdmHor\Report\IEG - Final.doc 22 FINANCIAL PROJECTIONS (NOTE TO PARA. 4.2). Set out below is the best available „snapshot‟ of financial commitments and requirements specific to our e-government programme. There are of course further substamtial base budget commitments – corporately to the Web Development Team and Kirklees Information Points, and within individual Service budgets. IMPLEMENTING ELECTRONIC GOVERNMENT ESTIMATED PROJECT COSTS ESTIMATED FUNDING 2001/.02 2002/03 2003/04 2004/05 ON-GOING £000 £000 £000 £000 £000 CUSTOMER SERVICES STRATEGY CAPITAL INVESTMENT KIPs Fully developed £1.4m invested in previous years* KMC Frontline service points/ Township KIPs 30 300 300 150 KMC Contact Centres 150 100 500 KMC/DTLR(?) Web 220 KMC/DTLR(?) Systems integration ----------------------- £2.6m** ------------------------------ Progress dependant upon availability of resources both locally and nationally TOTAL (excluding systems integration) 180 620 800 150 0 Current approved resources 180 0 0 0 0 Proposals under consideration (excludes systems integration) 0 620 800 150 0 CONTACT CENTRE*** Revenue 607 824 826 907 891 Current approved resources 607 270 270 270 270 Growth under consideration 0 554 556 637 621 PATHFINDER PARTNERSHIP 200 0 0 0 0 DTLR DIGITAL TV (ISB 3) 436 611 £765K ISB(3) £12K NTL £270K KMC * Additional revenue resources may be required ** Estimate provided by CRM consultant *** Excludes existing budgets for Environmental Services, Switchboard, Highways, Revs & Bens ESTIMATED COSTS G:\Admin\AdmHor\Report\IEG - Final.doc 23 5. SUMMARY TIMELINE AND MILESTONES The table below summarises target dates for the specific projects summarised throughout the Statement. Behind each of these is a more detailed project plan. It is clearly the case, however, that the pace of progress will be dependent on the Council‟s ability to mobilise its own, national and partner resources and to balance the demands of e-government against the many other demands on public service resources. YEAR PUBLIC OUTCOMES ORGANISATIONAL SUPPORT 2001/2 10/01: New customer service standards (linked to new Councilwide core competencies 10/01: Contact Centre „Finance‟ & „Streetcare‟ themes 10/01: E-payment pilot 11/01: Contact Centre „Home‟ theme 3/02: Council decision-making information on web 3/02: E-recruitment on web 3/02: 1000 8/01: Web/Intranet convergence 10/01: detailed strategy for Front-Line Service Points, ahead of budget round 10/01: Corporate IM Team in place 12/01: LLPG completed 12/01:100% of transactions defined, customer analysis completed 12/01: CRM database and hand-off technologies established and live integration to „Home‟ systems 12/01:IT training strategy completed 3/02: Data audit completed 3/02: final migration of systems off mainframe 2002/3 Q1: 40% of transactions on web Q1: Colocation of Contact Centre phases 1 and 2 Q4: 1500 public access terminals available Continuing rationalisation of FLSPs Continuing increase in % of eenabled transactions (annual targets to be defined by Pathfinder process) Q1: Kirklees Community Strategy includes robust Access to Information theme supported by agreed projects Q2: Intranet roll-out completed Q2: Complete strategic office accommodation review Q3: Complete roll-out of Intranet to PCs Q3: Upgrade of Council financial system to facilitate e-procurement. Continuing integration of CRM/line of business systems G:\Admin\AdmHor\Report\IEG - Final.doc 24 2003/4 Digital TV project completed Contact Centre phase 4 (Social theme) Continuing rationalisation of FLSPs Continuing increase in % of eenabled transactions (annual targets to be defined by Pathfinder process). Continuing integration of CRM/line of business systems 2004/5 Continuing rationalisation of FLSPs Achieve 100% of e-enabled transactions. New voice/data contract Continuing integration of CRM/line of business systems G:\Admin\AdmHor\Report\IEG - Final.doc 25 APPENDIX 1 summary The Vision and Strategy in Summary A community built on a strong economy Wealth creation is the key to achieving many of the wider aspirations of the Vision and Strategy. We will: Develop a more robust local economy linked to stronger regional and national economies Provide jobs with good prospects which support a good standard of living A community and a future which engages everyone We must provide opportunities for more local people to play a full part in the life of the community. We will: Increase the involvement of local people and communities in shaping the future of Kirklees Tackle poverty and inequalities Ensure equal opportunities for all Individuals who are encouraged and supported in personal development We must ensure that local people are equipped with the education and skills they need to respond to the challenges ahead. We will: Give young people opportunities for broad personal development Allow them to influence decisions which affect their futures Raise educational achievement and skill levels Develop a culture in which learning continues throughout life A community which is well housed, healthy and safe We must create and sustain a secure and healthy living environment. We will: Ensure local people have access to decent, affordable homes which meet their needs Work with local people and communities to improve health and independence and reduce inequalities Work to reduce crime and the fear of crime A community with a high quality environment and more sustainable way of life We must ensure that local communities are sustainable not just for the present but for generations to come. We will: Protect and enhance the environment and safeguard natural resources Manage change in a way that allows us to achieve more sustainable communities Develop a transport system which meets need and causes less damage to the environment G:\Admin\AdmHor\Report\IEG - Final.doc 26 A community with a good quality of life and communities with strong identities We must make each community a good place to live and generate pride of place among local people. We will: Provide a wide variety of leisure and cultural opportunities Promote a positive image of the area and celebrate local successes Nurture local community identities APPENDIX 2 – LOCAL CUSTOMER RESEARCH EVIDENCE The Council has undertaken research into local people‟s views. The main method has been the Council‟s Citizens Panel, „Kirklees Talkback‟. This is a panel of approximately 1000 adults across the district who are broadly representative of the population. Panel members are surveyed through self-completion questionnaires which regularly achieve over 80% response rate. Key findings from recent surveys Use of the Internet 45% of panel members currently use the Internet, and a further 12% say they are likely to start using IT in the next 12 months. Most people use the Internet at home, and it is mainly used for e-mails and to find information for personal use. A third of panel members who use the internet have visited the Kirklees Website, mainly to find out information about Council services. This is an increase from 16% who said they had visited the Kirklees Website in a similar question in October 2000. Panel survey in May 2001. 877 responses, a response rate of 80%. Council Opening Hours Most panel members would like Council offices to be open over and above the present opening times. Saturday was the most popular day, followed by extended weekdays. Most people would like to be able to contact the Council outside normal office hours by telephone. Only a small proportion wanted to be able to contact the Council face-toface or by e-mail. Over half of panel members wanted to be able to contact the Council between 5pm and 8pm. A further quarter would like to be able to contact the Council between 7am and 9am. Very few want to see Council offices open 24 hours a day or 7 days per week. Panel members would like to see the following services in the new contact centre: dog wardens, benefits advice, housing, street lighting, highways, and noise complaints. Panel survey in June 200. 831 responses, a response rate of 88%. G:\Admin\AdmHor\Report\IEG - Final.doc 27 APPENDIX 3 – SERVICE ROLL-OUT PROGRAMME 1. BVPI 157 In our view the current definition is incoherent and we urge that it be reviewed for future years. There are three issues here: 1. BVPI 157 is defined as the percentage of permissible “types of interactions” that are in fact e-enabled, and a non-exhaustive list of 10 “types” is provided. Because this is non-exhaustive, and because each “type” will include many different interactions, it cannot provide a meaningful denominator for a quantitative PI – the denominator must in our view be the number of distinct interactions, not the number of “types”. 2. „Electronic‟ is defined to include “delivery by telephone if the transaction carried out is electronically enabled, i.e. the officer receiving the call can access electronic information and/or update records on-line there and then.” It seems logical that this should also apply to „unintegrated‟ web transactions, and we will assume this to be the case in our measurement. 3. For comparative purposes, it will be helpful if there is a standard national „menu‟ of transactions from which each authority can define its „100%‟ and against which it can measure progress. Our understanding is that the CUPID transactions list to be published by the IDeA will provide such a standard. 2. Interactions available now and by April 2002 2.1 Already available on the web Forms All forms can be completed and sent electronically, unless stated that the document is in PDF format where it should be printed out, completed and sent manually Arts Funding Arts in the Neighbourhood Application Form PDF Community and voluntary groups can apply for help in setting up neighbourhood Arts and community projects.. Main Programme Application Form PDF Grant to help set up and maintain programmes of arts and cultural projects. If you think you are eligible and wish to apply for the grant print out this PDF document Carers Gateway ACE Information request ACE (Action for Carers into Employment) Enquiries Form Make an enquiry, request a Newsletter. G:\Admin\AdmHor\Report\IEG - Final.doc 28 Carers Emergency Card Peace of mind for Kirklees carers. Facilities Booking Form For the meeting and training room at the Carers Gateway Training Event Booking Form To book a place on one of the training events. Child Care Childminder Information Evenings Book a place on a Childminder Information Evening. Online Request for Child Care Make an online request for childcare. Environmental Waste Bulky Household To request collection and disposal of bulky household waste. Garden Waste To request collection and disposal of garden waste. Replacement Bins To request a new dustbin. Events Submit Event Information To submit information regarding an event in Kirklees. Health and Social Care KIE Enquiry Form Kirklees Information Exchange enquiry form, request for registration form and Connexions, the KIE newsletter Transport Highways Service Request Problems or enquiries can be reported here. Your Council Complaints, Comments & Compliments Make a complaint, comment or compliment about a Council service. Mayor Invitation Form If you would like to invite the Mayor to your local event. Scrutiny Referral Form Refer matters which you think should come under scrutiny to the Council. Postal Voting To vote by post PDF Voter Registration PDF G:\Admin\AdmHor\Report\IEG - Final.doc 29 FAQ‟s Building Some of the most common questions about building alterations. Childcare Childminding, how to open a Creche, Playgroup, Playscheme, Out of School Club or Nursery Complaints, comments & compliments How to complain about, comment on or compliment a council service. Getting in touch with Kirklees Council/ your Councillor Council contact details, and a link to Councillor information on the website. Housing Adaptations, repairs, buying your rented home, nuisance, private sector. Reporting road, pavement & streetlighting problems How to report problems. Student Awards How to apply for a student award and student loan. Link to the DfEE site. Twin Towns Common questions about Kirklees twin towns and twinning activities. Useful Web Links A range of useful web sites listed under various categories. Using PDFs How to use Adobe PDF files. 2.2 Prioritised for Pathfinder 100% of forms on line for completion or download by May 2002, initial priorities for Housing forms and Environmental forms to match „Home‟ Contact Centre priorities. Services will supply FAQ‟s using the Tameside model. The web search will be improved to provide advanced search and automatic update when new content is published Links to external sites will be enhanced Links across the site will be enhanced Continuing improvement to the amount of content available for customers Move to on-line payments following evaluation of the pilot in Strategic Finance G:\Admin\AdmHor\Report\IEG - Final.doc 30 APPENDIX 4 – CONTACT CENTRES Objectives deliver a range of front line services and deal directly with a high To proportion of customer requests (aiming for 80%). This will release specialist time by shifting straightforward transactions to officers in the contact centre. ensure a high quality of service and reliability in transactions for To customers. improve customers‟ perception of the Council. To use IT/telecoms systems which manage the phone lines, distribute To phone traffic and bring up basic information – addresses and history of relevant past contacts. set standards for handling of the various contacts to the centre (e.g. time To to answer phone calls, e-mails, fax etc). use IT and training to give staff access to the expertise and information To to allow accurate and complete responses to be made. allow immediate booking of services where a visit or longer interview is To required. make outbound calls where this is necessary to answer a customer To query or gain information. monitor the range and content of transactions, to enable the organisation To to learn from them. play an integral role in the achievement of the Council‟s Customer To Services Strategy, alongside Kirklees Information Points, Front Line Service Points and Web Transactions. adopt a culture of providing customer service by a multi-skilled officer. To establish and operate efficient communication with services to ensure To the customer receives an excellent service. operate over extended days (8am until 8pm) and Saturday mornings To (8am until 12 noon) and provide an out of hours emergency service provision. have flexible staffing arrangements which operate in accordance with To volume of calls to the contact centre. be located in one building which is situated on the wide area network, is To near to local transport links and near to car parking facilities for staff. Overall Approach The grouping of transactions into themes that reflect the public‟s needs relating to service functions. These are: G:\Admin\AdmHor\Report\IEG - Final.doc 31 Home – Housing/Refuse Collection Service(s)/Switchboard This is a significant development whereby Housing repair processes are being re-engineered to meet the above objectives with clear front and back office activities. The current refuse collection activities operate as a basic contact centre, processes are being re-engineered. A new location is being developed with the Contact Centre opening in November 2001. Recruitment and training of staff is from July – October 2001. The Council‟s Switchboard will be integrated into this Contact Centre in November 2001. Finance – Council Tax/Benefits The Revenue and Benefits Service has undergone a major review and re-engineering of the processes, including the replacement of all its system. A part of this work has been the development of a call centre. This has been facilitated and supported by using a private sector partner. This development work will be concluded by September 2001, in April 2002 the Contact Centre will be located with the Home Contact Centre recognising the synergy in terms of meeting the public‟s needs. Personal Services – Social Services/Education/Health This contact centre is in the early stages of development with the concept of a virtual centre being developed using technology to facilitate the activity. A wider look is to be taken at this theme, particularly in terms of NHS Direct. Street Care – Highways/Street Cleaning/Grounds Maintenance There is an established Contact Centre dealing with pot holes and street lighting which has been operating for some years. The further development of this Contact Centre is to include street cleaning and verges, overhanging trees, etc. by October 2001. Initially, this will be in the form of a virtual Contact Centre recognising the integration of the front and back office. Further work will then be undertaken to provide greater definition between the front and back office operations. Activities Standards – corporate standards are being developed across all areas of contact centre activity. These include: Customer care. Hand-off procedures and processes. Levels of emergency cover. Hours of opening. Procedures – recognising the complexity of the Council procedures and processes are being developed and documented. Consistency is being achieved through the use of scripting, technology and service level agreements. G:\Admin\AdmHor\Report\IEG - Final.doc 32 Staffing – an induction and training programme is in place for new contact centre staff, with a rolling programme of training to be introduced for existing staff. A continuous training programme is to be implemented, very much in the same way as private sector call centres. Location – where the major contact centre is being developed, 100 + seats, the location is specifically designed for contact centre operations, e.g. training rooms, rest areas, air conditioning etc. Initially, this is the Home/Finance centre. Virtual contact centres have smaller groups of staff, up to 20. Whilst air conditioning and bespoke training facilities are not required a great deal of care is being taken with regard to the working environment. Technology – there are corporate standards in place across the Authority for telephoning, desktop, data networks, Intranet, Internet and e-mail. These systems are robust, have sufficient capacity and acceptable levels of resilience. Support is being put in place to cover the extended opening hours and the various systems. The integration of line of business systems is in hand for the early contact centre development, with an extended programme to be implemented. An area of concern is the level of resilience required as this could be a major investment. Milestones Social Home Street Care Finance External consultancy to explore options - 9/2000 9/2000 9/2000 Agree concept of themed contact centre 9/2000 9/2000 9/2000 9/2000 up initial location - - - 12/2000 Set Introduce new telephone technology 4/2001 4/2001 4/2001 4/2001 Analyse customer profile - 6/2001 6/2001 6/2001 Confirm corporate standards 7/2001 7/2001 7/2001 7/2001 Recruit staff - 7/2001 Current Staff Current Staff Staff induction and training - 9/2001 ! ! Hand off processes & standards 9/2001 9/2001 9/2001 9/2001 Review front/back office processes - 9/2001 9/2001 9/2001 Location completed - 10/2001 - 10/2001 Commence operation in new location - 10/2001 to 01/2002 - 4/2002 G:\Admin\AdmHor\Report\IEG - Final.doc 33 APPENDIX 5 STRATEGIC IT INITIATIVES as at 21 MAY 2001 MANAGED DATA NETWORK Objectives Actions Targets Milestones Resource/ Management Implications Target Lead Officer Progress Summary Upgrade LAN Confirm & plan buildings to be upgraded. Determine strategy for Hubs & Switches. Confirm plan – April 2001. Implement May 2001 – September 2001. Confirmed strategy – March 2001. Estimate £40K in budget. Initially £10K for Kirkgate. EW/SP EW/SP In hand. Ongoing Enhance server performance Improved controls for server access. Monitoring of storage on servers. Improved methods of off line data storage. 4-weekly monitoring of server capacity. Review server strategy. Agreed protocols and named persons – March/April 2001. Agreed protocols, role and links. Options being explored – May 2001 EW. – Standards and methodology confirmed. – Agree terms of reference/process – April 2001. - 1.0 FTE within Desktop. - - Estimated £20K. EW EW/LR EW EW EW/EA Implemented Ongoing Incorporated within server review Completed/commence forecasting To report to MDN review meeting mid April, delayed scope to be agreed in May 2001 Future Strategies Develop combined strategy for desktop/voice/data. Agree terms of reference and group – June 2001. External consultant required. EA To be undertaken in June 2001. G:\Admin\AdmHor\Report\IEG - Final.doc 34 Develop framework for informing the forecast of MDN growth. Confirm April 2001 Undertake exercise May/June 2001. - EW/SP SP to produce schedule TELECOM Objectives Actions Targets Milestones Resource/ Management Implications Target Lead Officer Progress Summary Contract Implementation Live date 28 April 2001. Sign contract 1 April 2001. Number exchange 18 April – 1 May 2001. Included within 01-02 budget. EA Completed 18 May Automated Billing Purchase server and undertake integration System ready by mid-May 2001 Estimated as £6,000 TS/MP On track, finance involved tariff to be determined Review SIP Review targets against the implementation and confirm/revise. Review end May 2001. Report end June 2001. - EA/RW Commence 1 June due to implementation delay F.Net migration to 110 Confirm business case and milestones for change. End May 2001 – revised mid June 2001 - Ericsson Commence 1 May Fixed/Mobile Integration Develop strategy. End June 2001 – revised end July 2001. - Ericsson Commence Mid June Future Strategies Develop combined strategy for desktop/voice/data. Develop framework for informing the forecast of growth/savings Agree terms of reference and group – June 2001. Confirm April 2001. Undertaken exercise May/June 2001. External consultant required. - EA EW (as per MDN) To be undertaken in June 2001. In hand G:\Admin\AdmHor\Report\IEG - Final.doc 35 PLATFORMS/OPERATIONS/LINE OF BUSINESS SYSTEMS Objectives Actions Targets Milestones Resource/ Management Implications Target Lead Officer Progress Summary Migration from Mainframe Remove systems from and minimise the use of the mainframe. ARCAST – April 2002. HBIS – Oct 01 to April 02. Estimated additional cost £100K EA/GL Dependent on associated projects. Unix Contracts being signed to facilitate SIP. Contracts aligned 2002/3. - EA/GL On track. NT Service Support Model Being developed with Education (Foundation). Framework with SLA confirmed – April 2001. - EA/LR On track. System Availability Completed review of strategies. Awaiting confirmation from contact centre project board of requirements. Determine options and resource implications. December 2000. End of March 2001. End of April 2001. - - To be determined. LR/GL CT LR/GL Extended service availability 08.00 to 20.00. Being considered. Awaiting requirements. Platform Resilience/ Business Continuity Evaluate Authority‟s requirements. Prepare scope – Mid May 2001. Determine requirements – Early June 2001. Develop options – Sept 2001. Consultant may be required. EA/NT/GL Future work. G:\Admin\AdmHor\Report\IEG - Final.doc 36 Objectives Actions Targets Milestones Resource/ Management Implications Target Lead Officer Progress Summary B.V Review Confirm scoping document. Present to InTech Steering Group – 30 March 2001. Corporate „sign off‟ – End April 2001. produced – November SIP 2001. - To be determined. EA/GL EA/GL On track. - Line of Business Systems FIRST SDMS Live date – June 2001. Evaluate options incl. ASP – May 2001. To be determined. LR On track. In hand. DESKTOP Objectives Actions Targets Milestones Resource/ Management Implications Target Lead Officer Progress Summary Develop SIP Set up an SIP group Agree framework of processes. Agree roles Agree service support model and targets. H.o.S Chair – RW Member Chair of I&CSP ITUG representatives Support Services representatives CRU representative Report to Cabinet/A&BMB May 2001 - LR SIP group formed Change Manager role approved Rented PC Scheme approved Commenced 1 April 2001 Greater rigour in asset management LR Approved by EMG 19 March 2001 Remote Management/ Control Evaluate options Determined approach to be pursued, agreed that control as opposed to management provides the optimum VFM. Evaluation exercise cost some £50K LR (MS) To be used within the work of the SIP group. Future Strategies Develop combined strategy for desktop/voice/data Agree terms of reference and group – June 2001 External consultant required EA To be undertaken in June 2001. G:\Admin\AdmHor\Report\IEG - Final.doc 37 CORPORATE SYSTEMS Objectives Actions Targets Milestones Resource/ Management Implications Target Lead Officer Progress Summary CRM Strategy Confirm corporate plan. Confirm middleware solution. Confirm strategy/ project plan. Plan to Technical Reference Group – April 2001. Feasibility and test – April 2001, now 2001 due to Pathfinder Partnership Match plan and proposal to resources – April 2001/Jan 2002 - - Resource determines limitations. AB TH (No. 6 Group) CS/Technical Reference Group On track Report – June 2001 Ongoing Housing Contact Centre Confirm options. Determine progression path. Deliver initial CRM/Telephony model – July 2001. Develop plan – April 2001. Remain within Housing and Corporate budget. - MW (Monday Group) On track, Sept 01, system only, Nov 01 front ended Upgrade GroupWise Access to GroupWise via the Internet. Complete testing – April 2001. Roll out – June 2001. Not material as only Members and homeworkers. LR/JH On track. Implement Delphi Continue with project. implementation – Feb Full 2002. Link to Mainframe migration. EA/NT On track. Implementation of Asset Management – Desktop Continue with project. be clarified. EPM NT On track To G:\Admin\AdmHor\Report\IEG - Final.doc 38 APPENDIX 6 INFORMATION, CSS AND IT MANAGEMENT FRAMEWORK Group Chair(s) Members (1) Cllr Paul Battye 5 members plus Chairs of (3) (4) (6) & Head of InTech (2) Cllr Robert Light Members Plus RV, R&B, InTech, CRU (3) Rob Vincent Representative HoS (4) Caroline Taylor Representative HoS, plus practitioners (5) Rob Vincent Representative HoS (6) David Griffiths Practitioners (7) Dick Hewitson Practitioners (8) Caroline Taylor Practitioners (9) Dave Harris Practitioners (10) Jonathan Drake Practitioners NB: Directors/HoS attending one or more of these groups include: Rob Vincent - Link to EMG Gavin Tonkin Caroline Taylor Jonathan Drake David Griffiths Tony Hood Cliff Stewart Tony Gerrard Dick Hewitson Dave Harris CABINET (5) ICT Client Group InTech (1) I&CSP (Members) (2) A & B Core Team (3) Information and IT Strategy Group (4) CSS/CRM/Call Centre Group (6) Information Management (7) E-Finance (8) Web Development (9) Knowledge (10) Public Access G:\Admin\AdmHor\Report\IEG - Final.doc 39 APPENDIX 7 KIRKLEES METROPOLITAN COUNCIL INFORMATION TECHNOLOGY – RISK ASSESSMENT ACTIVITY RISK KMC ASSESSMENT Corporate Information and IT Strategies with associated strategies for Services NB District Audit should consider this area H Corporate IT Standards in place with framework agreements. Corporate Information Policy approved. Framework in place, eg: I&~CSP, IS/IT Strategy Group Issues - require integrated information and IT Strategy - range of initiatives - lack of Service strategies - directives on Services from Central Government Role of IT in joined up government. - Cross agency working, - Links to central Government M Social Services – Health in part. Revs & Bens – Benefits Agency (one). Intranet available to all PCs. Robust, resilient network. DofEE/LEA/Schools strategy. Highways/Social Services/LEA download from Intranet – Government. IS/IT Strategy – IS/IT Steering Group. Part of GIS National Steering Group. Does InTech ask Users what they want and isten? L All system replacements and developments are led by Services; eg Care First (SS), FIRST (Revs & Bens), Asset Management (Property Services). IT User Group and IT Client Group plus Information & Customer Services Panel determine direction, policy and strategy. Users involved in BV Reviews. Service Liaison Officers facilitate and support. Regular sample feedback questionnaires following help desk jobs, results reported to ITUG and ITCG. Formal complaints procedure and complaints monitoring. Client control over InTech. Ability to get requirements met. M All development work is done against quotations. Often development is a 3 or 4 way arrangement with 3rd party suppliers. Services do not have the appropriate level G:\Admin\AdmHor\Report\IEG - Final.doc 40 ACTIVITY RISK KMC ASSESSMENT of Project Management or Relationship/ Contract Management skills. General corporate and support areas are as per „Does InTech ask Users‟ above. Management arrangements of InTech and within the Service. L Head of Service arrangements confirmed to April 2001. Corporate Senior Manager review in hand – emphasis on business management and service delivery. Service Management structure is flexible (generic JDC). Corporate framework is A&BMB, I&CSP, IS/IT Steering Group, IT Client Group, IT User Group and Service BV Steering Group. NB These groups provide a balance for what is the most „pervasive‟ service within the Council. Impact on Information Management and Customer Services Strategy. M Effective development of Data Protection and Security Policies with link officers. Information Managers‟ role being created. IS/IT Steering Group with an Information Management and IT Strategy action plan. CSS Strategy integrated into IM&IT Action Plan. Information, CSS and IT within a single Member Group, I&CSP. CRM L The investment in the CRM workshop enabled the Council to quantify the risk. The strategy in Phase I means there is minimal risk in terms of technology. The learning from the workshop and what will come from Phase I will inform an outcome based spec when a major investment is made. rd party relationships, contract 3 management. NB District Audit should consider this area. M M CGE&Y structured approach to contract monitoring, review and involved in BV – Client Officer in place. Ericsson similar approach. Other providers where there is a mix of clients within the Authority this is patchy, see “Client control over InTech” above. Internet, Members, Public Access, inappropriate use. L Security configuration on e-mail, firewalls on network with protocols and ability to monitor usage provides a sound technical G:\Admin\AdmHor\Report\IEG - Final.doc 41 ACTIVITY RISK KMC ASSESSMENT H solution, along with WebSense which blocks sites. E-mail guidelines and the Security Police provide a basis for non-IT Management. Work is in hand to come forward with a corporate approach. Technical - IT Strategy delivering corporate strategy. H The IT Corporate framework outlined above is now taking effect combined with Services producing IS/IT strategies. An incremental approach is taken to any significant investments. Choices of IT solutions are taken following discussions with a range of partners, eg Bull, CGE&Y. Then with evaluation and tendering exercises. Remote Management v Remote Control/Support within the Desktop BV exercise. - Architecture. - Business Resilience, includes disaster recovery, resilience from damage/equipment failure and virus. M L M M MDN, MVN and MDS (Managed Desktop Service) along with Unix, NT and Novell provide this element. This supports the Council‟s policy to buy in applications/ systems and packages as opposed to an in-house facility. A major review of converging Data, voice and Desktop incorporating servers will commence in 2001 for implementation by 2005. MDN and MVN – built in resilience. Servers, the nature of Corporate Servers provides economy and operating efficiency but requires improved management action plan in hand. McAfee TVD installed on all PCs and servers. Platforms – Unix whilst boxes are mirrored the inherent capacity will only enable a level of service continuity. The development of the CSS, ie KIPs, Call centres, extended hours and Web Services, means this reduced capacity will disrupt services to the public. Review in 2001. G:\Admin\AdmHor\Report\IEG - Final.doc 42 ACTIVITY RISK KMC ASSESSMENT - Change Management, purchases, disposals, moves, locations and amendments to hardware and software. - Asset Management. Configuration Management, the management of software, applications and „policies‟. Performance Management/ cost comparison M M M H M H H M Desktop – A revised approach including, revised approach including remote control and 4-hour service continuity standard will improve current performance. InTech only – a change management system is being introduced linked to the Service Desk System (Red Box). InTech/Service shared activities – to be considered by IT Framework Groups. All aspects of the Council‟s IT – this requires a corporate debate. Hardware – plan has been agreed to undertake an Audit to confirm the current register. This will be following the introduction of Change Management. Audit will be undertaken every 12/18 months. Software – the above audit and Change Management will go some way to managing the risk of litigation on licence issues, misuse of equipment and corruption of files. However, to achieve nil risk will require Configuration Management. To achieve nil risk will require a series of standards, lock down of PCs to these standards with remote management as opposed to remote control/support. Requires a corporate debate, the investment required is some £1m because of the complexity of Services. Some management of risk will be achieved through Change and Asset Management. InTech operates as a trading organisation. Members have agreed Service Plan PIs Work is being undertaken to benchmark and be members of club(s) G:\Admin\AdmHor\Report\IEG - Final.doc 43 APPENDIX 8 – OVERALL IEG RISK ASSESSMENT RISK IMPACT PROBABILITY MITIGATION STRATEGIES 1. Failure to meet customer expectations of improved service High Low Balanced approach across all channels. Balance between breadth of transactions on offer and depth of back-office integration. Focus on customer service priorities rather than specific PIs (eg BVPI157) per se. Realistic resourcing and project management strategies 2. Failure to meet national PIs. Medium Medium Give specific attention to PIs but without losing sight of balances outlined above. 3. Failure to develop effective partnerships Medium Low Embed e-government within mainstream Local Strategic Partnership and Community Strategy. Develop specific partnership projects around life events, e.g. with Health sector (but N.B. NHS restructuring). Continue to research and, as appropriate, adopt private sector opportunities. 4. Failure to achieve socially inclusive access to services High Medium Maintain and develop range of channels (eg digital TV, community access PC's) Develop effective community strategies for ICT skills development. Explore broader customer service role of specialist staff undertaking home visits, supported by mobile technology. 5. Open new channels without closing old ones, increasing cost base. High Low Incentivise cheaper 'new' channels (eg e-payment) Rationalise 'old' channels (eg FLSPs) Share infrastructure with partners. 6. Inadequate resources to support strategy. High Low Adequate attention within mainstream revenue and capital budget processes. Vigorous pursuit of additional funding opportunities (eg ISB, Pathfinder) G:\Admin\AdmHor\Report\IEG - Final.doc 44 Press for realistic Government approaches to phasing and sustainability. 7. Inadequate technical infrastructure. High Low Continued development of robust partnerships/contracts, to balance internal and external expertise. Exploration of cross-boundary arrangements. 8. Incoherent management of information. Medium Low Compliance with national and local corporate standards. Adequate attention through corporate IM Team and Service IM Link Officers. 9. Lack of consistent senior Member and management attention. High Low Deputy Chief Executive and Cabinet Member as local 'e-champions'. Dedicated Member Panel to address the issues. Robust structure of strategy groups and project teams. 10. Inadequate management of individual projects. Medium Medium Strengthen internal project management disciplines and resourcing. Recruit/buy-in external expertise as required. 11. Inadequate skills within the workforce. High Low Robust corporate and Service training and development strategies Roll-out of new corporate performance management framework. 12. Lack of appropriate change in organisational culture. High Medium Embedding of new performance management framework and core competences, including those reflecting customer focus, continuous improvement and improved teamwork. Effective employee communications Careful attention to conditions of employment and IR issues.