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					                                                                         Paper No. CF2011/01/03
                                                                         Presented by.




                      Item 4 - IS Board Sub Group – Customer First

                                       Budget 2011/12

Purpose

    1. To seek approval from the IS Board Sub Group the 2011/12 budget for Customer
          First.

Summary

    2. Appendix 1 outlines budget summary for the Core Service of £4,626,531 for
          Customer First for 2011/12 and the development programme of £630,000.

    3. Appendix 2 presents the detailed development programme proposals and
          recommendations.

Background

    4. The previous paper highlighted the process by which the budget for 2011/12 was
          agreed. The agreed budget allocation was £5,171,215.

Setting the Base Budget

    5. The base budget is presented in a similar format and level of detail to last year
          within Appendix 1.

    6. The last paper has already set out that since agreeing the 2011/12 figure a number
          of new expenditure pressures have been identified. (Correction of a number of
          minor discrepancies and omissions of c £40,000, inclusion of £60,000 of charges
          that had been previously paid by Learning and Teaching Scotland). As well as the
          inclusion of £160,000 of costs previously separately invoiced to Scottish
          Government for the Onescotland/Directscot portal and incorporating support for
          additional recently commissioned hardware and software.

    7. Equally to offset this additional cost savings have been identified (e.g. renegotiation
          of the Server Support contract by South Lanarkshire Council – estimated as around
          £75,000 for 2011/12).

    8. The impact of accommodating these costs within 2010/11 has impacted on the level
          of risk associated with the maintenance and refresh budget which was already set
          at minimum level in the projected budget for 2011/12.

    9. A base budget of £105,316 over the indicative budget is presented. The Sub Group
          are asked to consider if they wish to balance the budget by pursuing the recovery of
          some of the additional costs from alternative sources or by reducing the
          development programme further.
    10. If additional funding is not secured then the development programme will have to be
          reduced. As an indication exercising this the option would require the Self Service

          budget to be reduced by circa £50,000 and the Wider Public Sector budget by a
          similar figure.


Setting the Development Programme Budget.

    11. The extent of the development programme Budget has been greatly reduced since
          the first meeting of the Sub Group to meet the challenge of maintaining funding
          through to March 2012.

    12. The Sub Group were previously presented with the following high level priority
          areas The high level priorities for Customer First have been set out and
          incorporated into submissions by the Sub Group to Scottish government for funding
          for 2011/12:

           a. Securing a significant shift to online transactions
           b. Developing and incentivising wider use of the national authentication service
              (for secure transactions) to achieve greater instant, secure and controlled
              sharing between partners
           c. Maintaining and refreshing the core infrastructure that underpins current and
              future services

    13. In particular:
           Self Service (Moving Services online):
               o Extensive acceleration of self service activity, reducing the cost of
                   customer contact by moving high volume local government transactions
                   online capitalising on the assets offered through Customer First
                        Developing a national self-service model
                        Identifying the top 10/20 high volume transactions/applications
                           that can be delivered through self service
                        Trialling and implementing self service applications across a range
                           of councils/services/customers
                        Ensuring that all self-service and wider public sector
                           developments are aligned to the OneScotland/Direct Scot portal
                           implementation.
           Wider Public Sector Business Development opportunities – NHS
               o The extended use of the national authenticated self-service solution
                   services across the NHS. There is already a pilot roll out to provide
                   patient access to diabetes care records and for patients to be to access
                   their own health data. Like local government, the NHS sees self-service
                   and patient access to data as being a key enabler of better and more cost
                   effective health care.
           Wider Public Sector Business Development opportunities – Transport
               o Using the NEC to underpin integrated transport and smart ticketing (for
                   commercial ticketing as well as concessionary ticketing); this is a key part
                   of the Transport Minister's priorities for modern, integrated transport
                   schemes across Scotland (e.g. to encourage the take up of public
                   transport)
           Maintain and Refresh the National Infrastructure
           o   Maintaining and refreshing a fit for purpose national infrastructure that
               accommodates growth, takes advantage of changes in technology and
               demonstrates best value for money.




14. The development programme budget is best seen as a total programme pot for
   2010 through to 2012. In summary:

                                                           15 month Budget
                              Indicative     Revised           made up of
                              15 month       Budget 15   Projected Projected
                              Budget as at   Month       Actual for Budget
       Development            November       January     2010/11     for
       Programme              2010           2010                    2011/12
       Strategic
       Developments           130,000        24,705      24,705    -
       Moving Services
       online - Self
       Service/Channel
       Shift                  875,500        500,000     200,000   300,000
       Wider Public Sector
       (NHS / Transport)      420,000        175,000     25,000    150,000
       Other Wider Public
       Sector- Justice,
       Young People etc       160,000        95,000      20,000    75,000
       Exploitation of Card
       – Nec online           110,000        137,000     57,000    80,000

       National Gazetteer     145,000        30,000      5,000     25,000
       Total Development
       Programme              1,840,500      961,505     331,505   630,000

15. The reduced development programme has been achieved in line with the following
   criteria

       Alignment with the high level strategic priorities presented to the Sub group
       Value add of national programme to enable progress, uptake and participation
       Maximising the leveraging of additional investment resources,

  More detail of the development programme is set out in Appendix 2. Allocations have
 also been reviewed to:

    Reduce and remove allocations that are no longer required (12% of reduction)
    Reduce the pace and scope of programmes/projects (52% of reduction)
    Encourage partners and potential adopters to fund developments (36% of
 reduction)

16. Specific recommendations are contained within appendix 2.

Conclusion
    17. The Customer First programme has delivered significant benefits to councils and
       wider public sector partners and made significant advances in meeting its
       objectives. Customer First has worked with Scottish councils and other partners to


       develop technology and tools to meet current and future expectations and to
       support secure online access to services.

    18. In agreeing the priorities Customer First in partnership with councils and wider
       public sector partners will be able to demonstrate

         o   Improvements to the cost effectiveness of services - People will have access
             to public services at a time and location that reflects their needs and to be
             able to securely transact and track online.

         o   Improvement to the delivery of outcomes – People will by have access to
             services that improve their wellbeing (support prevention and facilitate self
             management, independence and personalisation).

Recommendations

    19. The IS Board Sub Group – Customer First are asked to:

            Agree to explore recovering additional costs from Scottish Government
            Note that if unsuccessful the development programme budget will have to be
             reduced to balance the budget.
            Review and comment on the Development programme priorities and budget
             allocations and were possible agree release of funds against priorities to
             enable delivery arrangements to be progressed in line with direction and
             priorities set by the Sub Group.
            Agree the budget for 2011/12 subject to the above.
            Note that a business plan will be produced to reflect the agreed budget and
             programme.
                                          Appendix 1
                                                                       Budget          Budget
                                                                      2010/11         2011/12

Core Service Management
Core Staff Costs (Permanent / Temporary / Secondments)               527,000         410,000
Training / Travel / Events / Comms                                    35,000          20,000
Corporate Running Costs                                              120,000         120,000
                                                                     682,000         550,000

National Infrastructure
Technical Resources and Service Management                            194,115         177,000
Hosting at Caird Data Centre (South Lanarkshire)                       69,000          69,000
Redhat License Maintenance and other OS Support                        76,220         121,220
Telecoms (excluding N3)                                                92,940          94,000
Server Maintenance, Caird/City Park                                   288,085         210,000
Sopra Security Management Contract                                    314,320         320,000
Secure Printing Services                                               30,000          30,000
Telecoms N3                                                            13,400          13,000
Sopra Development and Support Costs (including CAS)                   400,000         380,000
Adhoc Engineering                                                      84,635          60,000
Penetration Testing                                                     9,500          10,000
Hosting at City Park (Glasgow)                                         69,000          69,000
Digital Certificates                                                   20,143          25,000
Other Essential infrastructure improvements                            33,600          40,000
Cisco Switch Maintenance                                                7,600           8,000
Sub-total Hosting/ Networks/Operating Systems                       1,702,558       1,626,220
Oracle Licensing                                                      419,540         419,500
Data Support (GROS)NHSCR                                              200,000         200,000
Infrastructure refresh and replace                                    169,921         200,000
                                                                    2,492,019       2,445,720

Card Services
Service Management and Development                                    228,860         228,860
In year new cards and card replacement costs                          260,000         260,000
In year card personalisation and distribution                         457,496         457,496
Card Management System Licensing and Support                          108,927         108,927
Card Readers                                                           12,662             -
Other costs                                                            88,008          70,000
ITSO Compliant Card Replacement Cost                                      -           150,000
                                                                    1,155,953       1,275,283

National Gazetteer
Stirling Service Management                                          261,528         261,528
Business Development                                                                  45,000
                                                                     261,528         306,528

Customer Service Professional / CSMT / A-Z
CSPQ / CSMT/A-Z                                                      236,000          69,000
                                                                     236,000          69,000

Total Base Costs                                                    4,827,500       4,646,531

Development Programme
Strategic Developments                                                24,505             -
Self Service                                                         200,000         300,000
Wider Public Sector (NHS / Transport)                                 25,000         150,000
Other Wider Public Sector                                             20,000          75,000
Exploitation of Card                                                  57,000          80,000
Gazetteer                                                              5,000          25,000
Total Development Programme                                          331,505         630,000

Total                                                               5,159,005       5,276,531
Indicative Overall 2011/12 Budget Agreed with Scottish Government                   5,171,215
Variance                                                                        -     105,316
Appendix 2 – Base and Development Programme Proposals and Objectives


What are we trying to How will we know we are making progress?                                                  Leads                  Recommendation
achieve by March
2012?
Customers are able to        Overall Availability of Service. Less than 1 hour system downtime per month        IS/South Lanarkshire   Must do
access CF services at all    (Target 99.9% System Available)
times                        Reviewed through Service Review Meetings.
Customers receive new        99 % within 3 working days                                                         Dundee City Council    Must Do
or replacement cards
Customer records are         100% corrected within 3 working days on discovery/notification.                    Improvement Service    Must Do
accurate and corrected
when     an    error    is
encountered
Information is secure        100% within 4 hours of breach occurring                                            Improvement Service    Must Do
and     breaches      are
resolved
Property and address         Available on a 24/7 basis. Resolve inaccurate records within 3 working             Stirling Council/      Must Do
records are available        days.                                                                              All Councils
through      the     One
Scotland Gazetteer
When there is a problem      All SLAs with Lead Councils and Third Party Service Suppliers incorporate          Improvement Service    Must Do
with services these are      response times for initial incident and final resolution. Consistent criticality
resolved             and     levels are applied.
investigated and service
users are kept informed
Appendix 2 (cont’d) – Base Service – Essential Developments and Improvements
What are we trying to What is planned?                                                                          What      are   the Recommendation
achieve by March                                                                                                implications?
2012?
The infrastructure is fit   All of the hardware components that make up the National Infrastructure             Lead - Improvement    Must Do
for purpose -               were purchased on a capital expenditure basis between April 2006 and                Service               Recommend          do
Infrastructure    refresh   March 2010. (c£1.4 million) Over the next 3-4 years the vast majority of            Budget Implications   minimum
actions               are   these devices will need to be replaced as they become obsolete or drop out          2010-11 - £500,000    Budget
implemented.                of manufacturer/vendor support.                                                     2011/12 - £400,000    2010-11 - £169,000
                                                                                                                                      2011/12 - £200,000
                             As it is impossible to refresh all of the hardware in a single year and there is
                             funding provision only until March 2012, the most appropriate strategy is to
                             ensure that current service levels are maintained until a clearer picture of
                             the longer term model emerges. The strategy for 2011-2012 is therefore to:
                                   Replace only those components that will become obsolete or
                                      unsupported within the next 12 months (both hardware and
                                      software)
                                   Complete the build-out of the OWSM infrastructure to all 32
                                      Councils to support NPLD and self-service developments
                                   Defer any potential investments in longer term strategic
                                      developments or improvement such as virtualisation or increased
                                      data centre resilience
                                   Examine the current service model and identify any potential cost
                                      savings
                                   Minimise the risk of any potential service outage by improving
                                      service management, reporting and audit
                                   Identify potential options for future service provision
                            It is important to stress that this is a short-term strategy only. The remaining
                            hardware and software components will need to be replaced or upgraded in
                            future years and there are significant business and technical drivers that
                            need to be taken into account, namely:
                                    a requirement for higher availability and resilience (potentially 24x7)
                                    security accreditation to satisfy potential connecting partners (such
                                       as central government) or regulatory compliance (such as PCI
                                       DSS)
                                    technology changes (such as virtualisation and cloud technologies)
                                       that will make a like-for-like replacement programme unlikely and
                                      may require an up-front investment
                                    the end of some key contracts such as the managed security
                                      contract and the server and backup maintenance contract
                                      (operated by South Lanarkshire)
The infrastructure is fit   To carry out a procurement exercise which will result in a contract for a new   Lead – Dundee, NECPO          Must do
for purpose-                - ITSO compliant - smartcard supplier (up to 3 million new / replacement        Budget Implications:          Recommend minimum
Entitlement cards meet      NECs will be required from the end of 2011 through to 2016). New cards          2010/11       –     within    budget for new cards in
new standards               are a necessary part of the ITSO compliance as well as being a natural          NECPO/IS              staff   2011/12 of £150,000
                            refresh (technical upgrade) of the current smartcards.                          resources
                                                                                                            2011/12 - £600,000
                                                                                                            Budget for new cards in
                                                                                                            2011/12 reduced from
                                                                                                            £600,000 to £150,000 .
Services are maintained     - SLAs in place with Lead Councils by April 2011                                Lead        Improvement       Must do.
through the aappropriate    - SOPRA contract renewed – April 2011 -                                         Service                       Releases     efficiency
delivery arrangements -     - Card Bureau services contract renewed - The current bureau contract           Dundee City Council/          savings of £100,000 in
SLAs and contracts in       expires in November 2011 and the new bureau service will be required to         South Lanarkshire/IS          2011/12
place            and/or     replace the current services AND to process NEC online transactions             Budget       Implications:
renegotiated        and     - Extension to Server Support contract – June 2011                              within base staff and
renewed.                    - Security contract – July 2011                                                 lead council resources

Services are improving      Implement Service Improvement Plan - ongoing                                    Improvement Service           Must do
                            (draft attached as separate appendix 3)
Appendix 2 (cont’d) – Development programme proposals – Reducing costs by moving Services Online (Channel Shift/Self
Service)
What are we trying to What is planned?                                                                         Implications               Recommendation
achieve by March
2012?
Substantial shift in the      Self-Service’ is increasingly recognised as having a key role in public          Lead: IS / Lead councils   High priority
volume of transactions        service delivery models. In simple terms, ’Self-Service’ is about ‘Contact       Budget Implications        Reduced pace and
able to be delivered          Avoidance’ to help remove cost and demand from the system. Being able            2010/12 - £715,000         scope.
through cheaper access        to access and transact with local government online is one of a number of                                   2010/11 - £200,000
channels,                     dimensions to ‘Self-Service’. Making it easy for customers to access                                        2011/12 - £300,000
- reduce the levels and       information and services using channels appropriate to need, circumstance
cost of customer contact,     and preference means harnessing several mediums, from the web to smart
freeing     up    valuable    phones, from text messages to Facebook, from automated telephony to
resource for front line       Twitter. Moving some elements of citizen contact to non-mediated channels
service delivery              offers potential for significant cost savings. On that basis, Channel Shift
-       Deliver      faster   represents a more accurate descriptor than ‘self-service’.
resolutions to customers’
enquiries, leading to         An outline business case developed in October 2010 by the Improvement
increased        customer     Service highlighted the benefits possible to Scottish local government as a
satisfaction levels           whole from removing cost and demand from the system by leveraging
- Offer higher levels of      cheaper access channels. This analysis revealed potential savings of up to
service, leading to a         £66m and up to 220 FTE headcount reductions over 3 years if 20% of the
significant enhancement       Top 20 transactions by volume currently handled by telephone alone were
to the reputation and         migrated to the web.
credibility of Scottish
local government              Channel Shift is a priority of many councils and there is an appetite to
                              collaborate, there are common requirements and a number of commitments
                              have been made. These include:

                              - Broad agreement on a standardised self-service model (Apply, Report,
                              Book, Pay, Enquire, Track, Inform) around which to improve local
                              government’s online credentials
                              - Agreement to target an initial basket of services for online delivery taking
                              account of an evidence base of the Top 20 local government transactions
                              by volume and using customer insight into what customers view as
                              important and best handled by which channel
                              - Developing prescriptive, simplified and standardised online eForms
                              - Specifying the requirements for a secure Customer Portal, designed to
                             leverage the unique customer record (the Citizen Account), and to provide
                             secure access to online services such as council tax balances etc
                             - Councils coming forward to act as Pathfinders in the extension of their
                             online credentials, designed to create effective reference sites and against
                             which others can benchmark and derive downstream advantage.
                             - to participate in and establish a Channel Shift Programme Board, under
                             the lead of North Lanarkshire Council to steer agreed Channel Shift
                             activities.
                             In addition an innovative project to develop a mobile application for Scottish
                             local government has now commenced under North Ayrshire Council’s lead,
                             aimed at providing flexibility and convenience to the growing band of
                             smartphone users.

                             The key targets are:
                             - Mobile App launched and adopted by 15 councils
                             - Citizen Portal launched and adopted by 10 councils
                             - National Self-Service model launched and adopted by 10 councils
                             - Suite of standard eForms launched and adopted by 10 councils
                             - joint targeting of £10m savings over next three years realised from
                             successful channel shift and from a 30% reduction in demand for mediated
                             services
Elected members portal       The Elected Members’ Portal was launched successfully in December 2010           Lead: IS / Lead councils     Committed.
                             by the lead council, Argyle & Bute. The secure, online Portal allows elected     Budget Implications
                             members to manage caseloads online at home, office or surgery, providing         2010/11 - £50,000
                             a faster resolution to constituents’ enquiries. Plans for a wider roll out are
                             now well advanced with the next wave of councils, North Lanarkshire, Perth
                             & Kinross, East Renfrewshire and East Dunbartonshire, lined up to follow
                             suit from January 2011.
Customer      Satisfaction   The Customer Satisfaction Measurement Tool, a new national standard for          Lead: IS/Renfrewshire        Continue      but     do
Measurement Tool             councils to evaluate the performance of the services they deliver, is already    2010/11: £115,000            minimum development
Customer          Service    beginning to make a significant impact. Launched in June 2010, almost            20111/12: Development        within base IS staff and
Professional                 50% of councils are now using it to drive service improvement, allowing          programme: None other        Renfrewshire budgets.
Qualification                resources to be targeted to where they are most needed.                          than what flows from
                                                                                                              Self service/channel shift
                             The award-winning Customer Service Professional Qualification continues          programme.
                             to grow from strength, with twenty five councils/associated bodies now           Base Budget: £69,000
                             offering the Qualification. With over 600 learners and over 150 graduates
                             benefiting from the Qualification, the Qualification is already transforming
                             customer service across the country and, offering online learning at a
                            fraction of the cost in comparison to traditional classroom-based methods.

                            Certificated by SQA and recognised as their fastest growing customised
                                                rd
                            qualification, the 3 and final level of the Qualification – a Professional
                            Development Award in Customer Service in the Public Sector at Level 8 –
                            received validated from SQA in December 2010, allowing course
                            registrations to start from January 2011. This development complements
                            the two other levels, Award and Certificate, and has led to the vision
                            identified at the outset of the Qualification’s development being successfully
                            realised
Implement        National   To develop and implement an NEC online version of the Card management            Lead - Dundee, NECPO   Committed.
Entitlement card online     System This is consistent with the self-service model (to allow applicants       Budget Implications:   Review further when
to reduce costs by          to apply for and to manage their own card services). It is also part of the      2010/11 - £90,000      NEC review completed.
removing paper based        NEC cost reduction objectives: principally, to remove the application form /                            Manage budget over
application forms. (£0.50   post office checking / bureau data preparation costs and the bureaucracy                                two years.
per new card)               associated with paper based application forms. The NEC online                                           2010/11 - £55,000
                            enhancements will also provide the facilities for multiple cards (e.g. where a                          2011/12 - £35,000
                            customer needs to / wants to hold more than one card and will make the
                            scheme more consistent with the government policy commitment on
                            customer choice for the NEC).

                            (i) changes to the citizen account / CMS database structure (completed);
                            (ii) software enhancements to CMS (completed);
                            (iii) integration changes between CAS and CMS (technical design to be
                            signed off by end Jan 2011 and changes to be completed by March 2011;
                            (iv) testing April – May, 2011
                            (v) user training June 2011
                            (vi) implementation completion by September 2011
Young people - NEC /        This ‘pilot’ proposal is to align the CA, the self-service model and the NEC     Lead Dundee, NECPO     Participate and review
CA ePayments Purse          ePurse to enable parents to make online payments to the school without the       Budget Implications:   when firm proposals in
(School      ePayments      need to send cash or cheques. This will reduce school administration costs       2011/12:               place and NEC review
purse for School Trips      by removing cash handling / banking, e.g. school trips payments, school                                 completed.
and events):                meals managed directly by parents. This will make school purchases more
                            efficient and lower the local transaction costs for schools .
Integration with Tell Us    To plan and develop the exchange of ‘change of circumstances’ data across        Lead: DWP              Participate,   do    not
Once for the exchange       public sector domains. This data could include addresses, name and               Budget Implications:   make      a    separate
of       ‘change       of   contact details and ensure that the use of the CA registration and               2011/12: £100,000      budget provision and
circumstances’              authentication solutions to allow citizens secure on-line access to public                              review when firmer
information.                sector services.                                                                                        proposals are in place.
Appendix 2 (cont’d) – Development programme proposals – Improving Outcomes – Health
What are we trying to What is planned?                                                                       Implications               Recommendation
achieve by March
2012?
Empowering      Diabetes    Channel shift will reduce transaction costs to the NHS and re-use of existing    Lead: IS/Tayside Health    High     priority   and
patients with long term     CA and SNI solutions will avoid NHS development costs. Patients will             Board                      committed.
conditions    to     self   experience increased levels of satisfaction with their ability to manage their   Budget Implications:       Recommend make a
manage to enable better     conditions.                                                                      2010/11 - £500 within      £50k commitment from
and more cost effective                                                                                      Base Budget for secure     the         development
health care.                Key targets:                                                                     printing                   programme, £30k from
                                                                                                             2011/12                    the base budget and
                            Pilot completed for c 200 patients by December 2010 and evaluated.               Development                review when roll out
                                                                                                             programme - £120,000       plans in place.
                            Evaluation and wider roll out plan developed by June 2011                        Base Budget - £30,000 –
                                                                                                             secure printing
                            Wider Roll out completed by December 2011
Addressing other long       To secure further use of the Citizen’s Account (CA) registration and             Lead: IS with SGHD,        Must Do
term conditions and         authentication solutions to allow patients to secure on-line access their own    Tayside Health Board,      Reduce        indicative
wider sharing of            health data.                                                                     Ayrshire   and     Arran   budget allocation to
enrolment and               To plan and develop the exchange of ‘change of circumstances’ data across        Health Board, NHS 24       £100k and review when
authentication processes    the national infrastructure and health domains. This data could include          Budget Implications:       firm proposals agreed
    1.                      addresses, name and contact details.                                             2010/11 – none             with partners. It is also
                            To engage with health stakeholders to embed patient access to self-service       2011/12 - £200,000         assumed              that
                            using the CA into the eHealth Strategy.                                                                     additional development
                            To develop a portfolio of health projects that will deliver patient access and                              budget and resources
                            improved quality of personal data.                                                                          will predominantly rest
                            The e-Health Strategic Board sign off December 2010                                                         with the NHS.

                            Proposal for further developments developed with NHS territorial and
                            national representatives by March 2011
Appendix 2 (cont’d) – Development programme proposals – Improving Outcomes – Transport
What are we trying to What is planned?                                                                         Implications                 Recommendation
achieve by March
2012?
Support                 the   Transport Scotland has longer-term ambitions to offer Scottish customers         Lead:           Transport    Participate.
encouragement of the          options for a public sector travel smartcard, which enables smart ticketing      Scotland                     Allocation not required
take     up     of   public   and encourages the use of public transport, e.g. similar to how the London       Budget Implications:         as any development
transport by using the        Transport Oyster scheme operates but with ITSO (UK transport standard)           2011/12:£70,000              should be funded by
NEC        to      underpin   compliance which will enable usage across the whole UK transport network.        There are no cost            Transport Scotland.
integrated transport and      Transport Scotland proposes to use the established NEC infrastructure for        implication for CF in the
smart      ticketing   (for   this. Operators may also offer card options BUT the intention is that all        development of the TS
commercial ticketing as       Scottish card schemes are ITSO compliant.                                        system       and       the
well as concessionary                                                                                          implementation of a
ticketing);                   Importantly, NEC online also compliments the TS - and travel operators’ -        'transport only' NEC for
                              priorities to allow smart (cashless) ticketing as part of the NEC scheme, This   commercial ticketing.
                              development will fully integrate the NEC CMS into TS's new transport             Base Staff resources
                              system - the new Asset Management System / Host Operating System                 required to participate.
                              (AMS/HOPS); assets being things like smartcards, readers, point of sale
                              terminals and the operating system being software to process transport
                              transactions. This is a mandatory ITSO system and TS is currently going
                              through a procurement process (the IS represents the NEC and local
                              government interests on the TS Governance / Project Boards). This
                              integration will provide a seamless and secure exchange of transport
                              information between TS, customers, and operators across the national
                              infrastructure, e.g. to add / remove concessionary ticketing on the NEC, to
                              add other tickets or stored travel value (money) on the NEC, to hotlist
                              (cancel) individual products and services, online 'top up' of travel or other
                              money value on the NEC, to reimburse operators, e.g. to transfer money in
                              exchange for a concessionary or commercial ticket.
                              Timeline:
                               (i) user / technical requirements specification (completed); (ii) AMS / HOPS
                              procurement (preferred supplier to be appointed end January);
                              (iii) specification of CMS / AMS/HOPS integration (working with preferred
                              supplier Feb / March); implementation / testing April – Aug;
                              (iv) migration and ‘standing down’ of old TS system through Aug;
                              (v) live implementation Sep.
National Electronic Blue      The SG Transport Directorate, invited the IS to contribute to the national       Lead IS                      Participate, but not high
Badge                         review of the current Blue Badge scheme. In particular, to provide advice        No budget implications.      priority for 2011/12 so
on fraud prevention and detection and the potential for a national solution.    Some IS resource to      do not make budget
                                                                                support and facilitate   allocation.     Review
SG embarked on a consultation and the results of this exercise have been        discussions              when firm proposals in
collated into a report (published in December). Discussions are ongoing on                               place and seek funding
whether a unique Scottish solution is appropriate. Early indications from the                            from partner for any
SG are that officers would be more inclined to let the UK government ‘make                               necessary changes to
the running’ with this – including any funding to develop and implement a                                infrastructure.
UK wide solution.
Appendix 2 (cont’d) – Development programme proposals – Improving Outcomes – Young People
What are we trying to What is planned?                                                                            Implications                Recommendation
achieve by March
2012?
Young people - Reward        To provide local authorities (and other NEC users) with a 'rewards and               Lead - Young Scot with      Participate and review
and Loyalties Scheme         loyalties' scheme (allowing young people to gather reward points and trade           NECPO/IS                    when firm proposals in
                             these points for local authority products and services, e.g. reward points for       Budget Implications         place and NEC review
                             healthy eating being traded for free leisure services). The private (retail)         None for the NEC            completed..
                             sector will also be involved (initially, in an advisory capacity but with a longer   scheme; This will be
                             term aim of trading points for retail benefits).                                     monitored    and      the
                             Young Scot is currently in the process of establishing a Project Board for           Group made aware of
                             this.                                                                                any budget implications.
Young       people    –      There have been ongoing discussions with GLOW regarding the federation               Lead: IS                    Participate and review
integration with GLOW        of GLOW and CA accounts.                                                             Budget implications:        when firm proposals in
                             CF would gain access to 750K GLOW online accounts. This would support                None                        place.
                             the development of the NEC Rewards and Loyalties Scheme. It would also
                             provide a low-cost opportunity to develop outbound campaigns.
Young people – Rollout       Glasgow City council along with NECPO has completed the development                  Lead – Glasgow City         Participate and review
of KIDZ card                 and implemented the new processes for the issue of the Kidzcard. The                 Council/NECPO               when firm proposals in
                             Council has now issued around 6,000 of an anticipated total of 40,000 cards          No immediate budget         place and NEC review
                             to primary school pupils.                                                            issues but this will be     completed.
                                                                                                                  monitored    and     the
                             Significant uptake of the Kidzcard could have an impact on the number of             Group made aware of
                             projected new cards / replacement cards that need to be purchased                    any issues emerging
                                                                                                                  from take up of the
                                                                                                                  kidzcard
Young people – remove        To integrate the citizen account system (CAS) and CMS with the SEEMIS                Lead – IS                   Committed.
duplication of effort and    (schools management) system, which will allow school admin staff to issue /          Budget Implications         Reduce allocation and
streamline             the   replace of the young persons NEC from within the schools network (the data           2010/11 - £20,000           review as part of NEC
registration process by      upgrades will also correct a number of deficiencies / errors on the current          2011/12 - £80,000           review
integrating card issuing     SEEMIS systems, as well as providing automatic data updates to a pupil's                                         2010/11 - £20,000
with schools information.    demographic details, e.g. change of name, address).                                                              2011/12 - £30,000
                             Phase one - complete (the secure transfer of data between SEEMIS and
                             the card production bureau – to print cards for school pupils).
                             Phase two - underway (the secure exchange of data between the citizen
                             account system and SEEMIS). Phase three - will be part of NEC online (to
                             allow schools admin staff to manage pupil NEC records and update the
                             NEC system).
Appendix 2 (cont’d) – Development programme proposals – Improving Outcomes – Justice
What are we trying to What is planned?                                                                          Implications                Recommendation
achieve by March
2012?
Justice    -    National   At the request of the SG Justice Department (JD), the IS was asked to                Lead – IS                   Participate and review
Licensing System           contribute to the Cabinet Secretary response to the recommendations made             Budget Implications -       when firm proposals in
                           in the Review Group report, which addressed business concerns arising                2011/12 - £20,000           place. Make no budget
                           from new licensing legislation. More specifically that:                              Some IS resource to         allocation and seek
                            There should be a new national IT system and database for licensing;               support and facilitate      funding from sponsors
                            Forms and processes should be standardised across Scotland for all                 discussions.                for      any    further
                                license applications;                                                                                       developments.
                            The new system and processes should provide both Government and
                                those applying for a license with complete transparency on the cost of
                                running the Licensing Board and providing licensing services in their
                                area.
                            We have provided an initial paper for the JD on the potential for such a
                                system; a presentation was made to the Scottish local government
                                licensing user group and discussions are ongoing with the major
                                supplier (Northgate).
                            The outcome to date: the users’ view is that variances in the licensing
                                policy at the local level would make it difficult to have a national solution
                                and that users’ are in various stages of considering online application
                                processes – again making it difficult to standardise processes. The
                                supplier view is that it is happy to work with users at the local level to
                                develop local solutions.
                            We will give a further update to the JD, which will in turn provide the
                                opportunity to update members of the licensing trade at a scheduled
                                February meeting between SG and the trade (at the meeting, we will
                                also be updating licensing trade on the revised processes to improve
                                the NEC proof of age checks).




Justice – Smart proof of   To 'strengthen' the proof of age credentials on the NEC by enhancing the             Lead – IS/JD                Participate and review
age                        Young Scot 18+ logo, making the date of birth details 'tamper proof', piloting       Budget       Implications   when firm proposals in
                          proof of age readers with the police and the licensing trade (all of this is     Development costs are       place.
                          designed to support the Justice Department (JD) commitment to help the           to be funded from the JD
                          licensing trade enforce the new licensing legislation).                          Budget.     This will be
                                                                                                           monitored and the Sub -
                          The user requirements have been specified and the development costs              Group made aware of
                          currently being identified. This will be reported by the IS to the scheduled     any       CF     budget
                          meeting of JD and licensing trade meeting in February.                           implications.

                          Significant take up of the 18+ NEC card (for proof of age) could have an
                          impact on the number of new issues / replacement cards that need to be
                          purchased.
National Electoral Roll   The Cabinet Office (Electoral Registration Transformation Team) had              Lead IS                     Longer term priority so
                          previously invited the IS to contribute advice on:                               No budget implications      participate and review
                           Delivering a specific Individual Electoral Registration system for a new       other than to provide a     when firm proposals in
                              national electronic electoral roll;                                          resource     to     work    place and funds for
                           Electoral reform in general, including the benefit of an electronic roll to    alongside the Cabinet       pilots     should    be
                              improve election management processes and to extend voting options.          Office       Programme      secured from sponsors.
                                                                                                           Director and to help
                          There is a cross-party recognition that the current electoral registration       facilitate   discussions
                          arrangements need to change (within the lifetime of the current parliament)      between     SG,     local
                          and that the initial priority should be to deliver a system based around the     government,      Cabinet
                          requirements of the individual citizen. Specifically, that individual            Office     and        the
                          registration will be compulsory in 2014. In particular, the Cabinet Office       Assessors
                          team wants to consider separate options for Scotland and the re-use of the       Budget      Implications:
                          CA processes for secure registration, validation and verification.               £40,000

                          The Cabinet Office Team has indicated that it will support a pilot project and
                          discussions are ongoing (including with Assessors) to identify a suitable
                          candidate site for this.
Environmental permit SEPA are interested in using the CA to authenticate applicants for various           Lead:IS                     Participate, but not high
licencing            permits. They are in the process of testing out against the current functionality,   Budget      Implications:   priority for 2011/12 so
                     but we have early indications that there are gaps in relation to their               2011/12 - £50,000           do not make budget
                                                                                                                                      allocation.       Review
                     requirements. This is likely to generate a requirement to develop the capability
                                                                                                                                      when firm proposals in
                     to generate ‘Business Accounts’ where service users do not necessarily have to                                   place and seek funding
                     be Scottish residents. It is assumed that any new account type would be usable                                   from partner for any
                     across a number of similar scenarios.                                                                            necessary changes to
                                                                                                                                      infrastructure.
Appendix 2 (cont’d) – Development programme proposals – National Gazetteer
What are we trying to What is planned?                                                                      What      are          the Recommendation
achieve by March                                                                                            implications ?
2012?
National        Address    There should be clarity as to the direction of the NAG and its possible          Lead:
Gazetteer                  relationship with OSG by 2011. During the period 2011-16 the relationship        Budget Implications:
                           between OSG and NAG will become clear. NAG could over time assume
                           OSG and become the delivery channel for Scottish data, but for the               £120,000
                           foreseeable future OSG should be developed to provide an integrated view
                           of land and property information in Scotland whilst contributing to NAG, in
                           line with the Scottish approach to INSPIRE.
Future enhancements to     A number of potential enhancements to OSG have been identified including         Lead: SG/IS                Participate
the OSG                    inclusion of property classifications, ownership information, and                Budget Implications:       Each of these requires
                           utilisation/capacity information to support better asset management.             Within base resources      significant investment
                                                                                                                                       and each proposal
                           .                                                                                                           needs a clear business
                                                                                                                                       reason for investment.
                                                                                                                                       Needs to be taken
                                                                                                                                       forward closely within
                                                                                                                                       Scottish Government
                                                                                                                                       GI Strategy.
Rationalisation       of   The current model where all 32 councils support their own Gazetteer              Lead: IS                   ?
Gazetteer management       Management System and upload information to OSG is inefficient in terms          ?
systems across Scotland    of process and cost. A programme to centralise address data management
                           onto the new OSG GMS is proposed and to review the custodian function.
                           The current system weakens OSG because it is only as good as the effort
                           put in by the weakest performing local custodian in all 32 councils. At a time
                           when councils are questioning their resources in this area, it makes sense
                           to begin this review as quickly as possible
Other Developments         Simplified OSG product:                                                          Lead: IS                   Proceed and scope
                           The specification of these products will be developed during the moratorium      Budget Implications:       and           determine
                           on new customers, with the aim of commencing the development work                2010-12: £100,000          allocation when firm
                           necessary between January 2011 and March 2011. A rough estimate would                                       proposals in place.
                           be about £25-50k and a more precise figure will be available once
                           specification is complete
           Appendix 3 – National Infrastructure – Service Improvement Plan

No.       SERVICE IMPROVEMENT                                                 ACTIONS                                         RESPONSIBILITY                      TIMESCALE          STATUS

1     Performance      Reporting     –    Service               Identify the levels of performance reporting required   IS – Robert Clubb Tom McHugh        28 February 2011   In Progress
      Availability, Monitoring and performance                  Identify current system monitoring tools available      Sopra Group – Morag Harlow
                                                                Identify gap from performance monitoring tools to       Leslie Pirie
                                                         actual performance reporting requirements
                                                                Identify how Oracle Enterprise Manager can assist in
                                                         system and component levels for the SNI
                                                                Document the formal process and agree
                                                         implementation
2     Problem Management – Improved Process                     Outline an overarching Incident / Problem               IS – Robert Clubb Dave Ball         31 January 2011    In Progress
                                                         Management process to be used by multiple suppliers             Tom McHugh
                                                         delivering support for the SNI                                  All Service Support Organisations
                                                                Align this overarching process with current Change
                                                         and Release Management processes
                                                                Document the formal process and agree
                                                         implementation
3     Configuration Management – Improved                       Outline an overarching Configuration Management         IS – Robert Clubb Dave Ball         28 January 2011    In Progress
      Process                                            process to be used by multiple suppliers delivering support     Tom McHugh
                                                         for the SNI                                                     All Service Support Organisations
                                                                Identify     current     configuration   management
                                                         automation tools available
                                                                Document the formal process and agree
                                                         implementation
 4    Patch Management – Baseline/ Update/                      Baseline Patch Roadmap Review to be conducted by        IS – Robert Clubb Dave Ball         8 October 2010     Completed
      Forward Strategy                                   Sopra Group Ltd                                                 Tom McHugh
                                                                Outcome of review to be assessed by the IS              Sopra Group – Morag Harlow          28 February 2011   In Progress
                                                                Agree forward Patch Management Strategy                 Leslie Pirie
                                                                Document the formal process and agree
                                                         implementation
 5    Change Management – CCNs and AWRs –                       Outline a proposal to pre-approve CCNs / AWRs           IS – Robert Clubb Dave Ball         31 January 2011    Not Started
      Improved Process                                   prior to formal authorisation to undertake work. Align with     Tom McHugh
                                                         Change Management process                                       Sopra Group – Morag Harlow
                                                                Requirements / Analysis phase could adopt the           Leslie Pirie
                                                         process operated within the Managed Security Services
                                                         Contract
                                                                Document the formal process and agree
                                                         implementation
 6    NEC Online – Improving application                        Develop, deliver and implement on online process to     NEC PO                              By June 2011       In Progress
      process using eform aligned with NEC               support the improvement to service and business process for     IS
      Business Processes for efficient delivery of
No.        SERVICE IMPROVEMENT                                              ACTIONS                                 RESPONSIBILITY        TIMESCALE        STATUS

      cards.                                             NEC application
 7    Oracle Web Services Management to exploit               Roll out OWSM across all 32 Scottish Councils   IS                    By June 2011     In Progress
      the core infrastructure and support Councils                                                             All Councils
      deliver service activities through this
      architecture.
 8    Renegotiate Server support contract            
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