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ICT Strategy for the Courts Service

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					ICT Strategy for the Courts Service 2009 - 2011
Update June 2009
                             ICT Strategy for the Courts Service 2009-2011 (Update)


Contents


1.     Executive Summary ..................................................................................................................... 2
2.     Introduction & Background ......................................................................................................... 5
3.     Progress review of ICT Strategy 2006-2010................................................................................ 6
4.     Current Business Environment .................................................................................................... 8
     4.1     The Underlying Economic Environment and New Budgetary Circumstances ..................... 8
     4.2     New Regulation and Best Practice Requirements ................................................................. 8
     4.3     The Internal Business and Technical Environment ............................................................. 10
     4.4     The Green Agenda............................................................................................................... 11
5.     ICT Alignment with Business Strategy ..................................................................................... 12
6.     Statement of Strategy ................................................................................................................. 14
     6.1     Operational Systems ............................................................................................................ 14
     6.2     Corporate Solutions ............................................................................................................. 15
     6.3     Technology and Infrastructure ............................................................................................ 15
     6.4     Governance and Organisation ............................................................................................. 16
     6.5     eGovernment ....................................................................................................................... 17
     6.6     Business Continuity/Security .............................................................................................. 17
     6.7     Green ICT ............................................................................................................................ 18
7.     Implementation Work Programme............................................................................................. 19
     7.1     Operational systems ............................................................................................................ 20
     7.2     Corporate Solutions ............................................................................................................. 20
     7.3     Technology and Infrastructure ............................................................................................ 21
     7.4     ICT Governance and Organisation ...................................................................................... 21
     7.5     eGovernment Solutions ....................................................................................................... 21
     7.6     Business Continuity............................................................................................................. 22
     7.7     Green ICT ............................................................................................................................ 22
8.     Risk Assessment ........................................................................................................................ 23
9.     Monitoring and Review of Performance .................................................................................... 26


Appendix I: Investment Appraisal Form
Appendix II: Detailed Implementation Work Programme




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                    ICT Strategy for the Courts Service 2009-2011 (Update)


1. EXECUTIVE SUMMARY

The Courts Service is now over half way through the ICT Strategy 2006 – 2010 for the Courts
Service. The ICT Strategy for the Courts Service 2009 – 2011 (Update) is the output of a mid term
review of that strategy and also updates the strategy to align it with the period of the current Courts
Service Strategic Plan 2008 – 2011 Putting the Needs of Court Users First, and the operational
priorities set out therein. This strategy update aims to prioritise the most important strategies and
projects in the context of limited resources and a challenging implementation period while
continuing to meet the ultimate vision of a cost effective and world class service.


The Courts Service is pleased to note the significant progress which was achieved in the delivery of
the ICT Strategy 2006 – 2010 for the Courts Service. The investment in ICT over the past nine
years has been central to the transformation of the operation and management of the Courts and
improved delivery of services to court users. The value for money achieved from this investment
has been confirmed in the recent Value for Money Review of the ICT Programme. This is a
testament to the dedication and commitment of Courts Service staff. The Senior Management Team
would like to take this opportunity to thank the staff. This achievement provides a strong basis from
which to embark with confidence on the next journey – implementation of the ICT Strategy 2009 –
2011 (Update).


The next three year period will represent a challenging period for the Courts Service. It will be
characterised by significant change across many dimensions including organisation structure,
staffing, processes, and funding. While the long term vision set out in the ICT Strategy 2006 – 2010
for the Courts Service remains largely valid and appropriate, the environment within which it will
be implemented will be much tougher than originally anticipated. ICT can however play a vital role
in achieving further improvement in service delivery and deliver improved value for money in these
challenging economic times.


The key elements and emphasis of this strategy can be summarised as follows:
       A set of seven strategic themes which direct the strategy including three new strategic
       themes – eGovernment, ICT Business Continuity and Green ICT to reflect the increased
       emphasis placed on these areas by the Government and the Courts Service




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                    ICT Strategy for the Courts Service 2009-2011 (Update)
       A detailed implementation plan which aligns current ICT projects of operational necessity
       and future development projects of strategic importance with the reality of the current
       economic situation, in terms of timelines and cost
       Rigorous evaluation and prioritisation of projects to ensure that the most critical projects are
       progressed within funding constraints. Key strategic projects have been prioritised based on
       the Courts Service Strategic Plan 2008 – 2011; however, business cases for individual
       projects will be evaluated in detail against defined appraisal criteria to ensure continued
       alignment and appropriate prioritisation (see Appendix I).
       Alignment of the strategic plan with new and increased government policy requirements
       including, in particular, the requirement for all public bodies to move towards increased self
       sufficiency in ICT service provision
       The ICT Strategy 2009 – 2011 (Update) is supported by the vision and detailed project
       charters outlined in the ICT Strategy 2006 – 2010 for the Courts Service.


Seven high risks have been identified in relation to the implementation of this plan; these are:
       Risk that the delivery of the overall ICT programme, including both strategic advancement
       projects and ongoing support and maintenance of existing infrastructure and systems, could
       be delayed and/or negatively impacted due to funding constraints
       Risk that individual critical strategic projects, such as the Case Management System, may be
       delayed indefinitely or phased into the longer term
       Risk that government policy in relation to ICT self sufficiency negatively impacts the
       delivery of ICT services by the Courts Service
       Risk that individual prioritised projects incur delays and budget overruns; within tight
       funding parameters, this may lead to an increased negative impact on other planned projects
       Risk that the responsiveness and flexibility required of the Courts Service in service delivery
       will be constrained or negatively impacted due to funding constraints
       Risk that the level and pace of environmental and organisational change may impact the
       implementation timelines and success of the strategy
       Risk that short term requirements for operational systems will divert resources from longer
       term strategic projects


The implementation plan will act as a key performance management and monitoring tool at all
levels of implementation from ICT Governing Committee to the ICT Unit, the Civil Courts
Modernisation Programme Office and individual project teams. Performance monitoring and review


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                   ICT Strategy for the Courts Service 2009-2011 (Update)
arrangements will be enhanced by a series of initiatives including: quarterly reporting on the
detailed implementation plan, more formal and detailed investment appraisal criteria, full project
accounting on all projects, and improved performance measurement and management arrangements.




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                         ICT Strategy for the Courts Service 2009-2011 (Update)


2. INTRODUCTION & BACKGROUND

The ICT Strategy 2006 – 2010 for the Courts Service (February 2006) set out a long term vision for
ICT. The key recommendations were:
             To continue to complete the existing programme (as set out in the first information
             technology strategy “eCourts”)
             To evolve a Civil Case Management System to address the primary operational
             requirements of the Courts Service
             To develop effective information management
             To develop effective ICT governance by the Courts Service


The Courts Service is now over half way through the above strategy, representing an opportune
time1 to review progress and ensure continued alignment to the new Courts Service Strategic Plan
2008 – 2011 Putting the Needs of Court Users First.


This ICT Strategic Plan 2009 – 2011 (Update) seeks primarily to address the following:
             Review progress on the ICT Strategy 2006 – 2010 for the Courts Service
             Extend the period of the plan forward in line with the new Courts Service Strategic Plan
             2008 – 2011 and ensure it continues to be appropriately aligned
             Take account of any new technology opportunities which have arisen in the period since
             the plan was formulated
             Take account of the changed economic environment and new regulatory environment
             within which the plan will be implemented
             Place increased emphasis on implementation and performance management, taking
             account of the challenging environment within which the plan will be implemented


The review and this resulting update document aim to prioritise the most important strategies and
projects in the context of limited resources and a challenging implementation period while
continuing to meet the ultimate objective of a cost effective and world class service.



1
    This decision also accords with a recently completed Value for Money Review of the ICT Programme which
recommended that a review of the ICT Strategy be performed within 6 months to ensure that it remains aligned to the
most recent Courts Service Strategy.



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                    ICT Strategy for the Courts Service 2009-2011 (Update)


3. PROGRESS REVIEW OF ICT STRATEGY 2006-2010

The ICT Strategy 2006 – 2010 for the Courts Service set out an ambitious long term vision for ICT
within the Courts Service. There has been substantial progress on this plan to date. ICT services to
both judiciary and staff have been maintained at very high standards and a number of Courts
Service projects have won awards during this period including Small Claims Online and the Courts
Website, which was a winner in the 2008 eGovernment awards. Some of the key successes which
have been achieved include:
         Roll out of the Criminal Case Tracking System (CCTS) nationwide to all district courts,
         and implementation of significant enhanced functionality to support the full case lifecycle
         Enhanced integration of major systems including the integration of CCTS and the Courts
         Accounting System and the integration of CCTS with the Garda Síochána Pulse System
         Successful procurement, pilot and continuing implementation of the Digital Audio
         Recording System
         Implementation of a range of major business systems including the Courts Accounting
         System, Human Resource Management System and Funds Accounting System
         Significant developments and enhancements of the Courts Service website
         Delivery of eGovernment services including eSmall Claims, the payment of fines online
         and the High Court online search system
         Provision of a range of enhanced ICT tools and services to the Judiciary including remote
         access system, blackberries
         Roll out of a number of Lotus Notes interim case management systems to support critical
         business needs and provide a lead in to a major civil case management system – a key
         priority for the Courts Service.


The implementation of the above systems has provided the Courts Service, other Government
bodies and court users with opportunities to improve efficiencies, reduce costs and change the way
they do business.




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                    ICT Strategy for the Courts Service 2009-2011 (Update)


Diagram 1: Progress on ICT Strategy for the Courts Service 2006 – 2010
This diagram depicts an assessment of the progress against the ICT Strategy 2006 – 2010 for the
Courts Service. In particular the Courts Service has achieved significant progress on the high
priority, and many of the medium priority, projects. The priorities set out below are as agreed at the
outset of the implementation period of that plan; some level of reprioritisation has taken place in
this update in light of the changed environment and to address the Courts Service Strategic Plan
2008 – 2011 Putting the Needs of Court Users First.




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                    ICT Strategy for the Courts Service 2009-2011 (Update)


4. THE CURRENT ENVIRONMENT

The next three year period will represent a challenging period for the Courts Service. It will be
characterised by significant change across many dimensions, including organisation structure,
staffing, processes, and funding. While the long term vision set out in the ICT Strategy 2006 – 2010
for the Courts Service remains valid, implementation of this strategy needs to be examined in light
of the changing environment in which the Courts Service operates. In particular, due to the wider
economic climate, it is anticipated that resources available in the coming years will be significantly
more constrained than would have been envisaged in 2006.


The following subsections summarise and describe the principal environmental factors which will
both inform and impact delivery of this strategy.



4.1   The Economic Environment and New Budgetary Circumstances


At the date of writing, the full impact of funding constraints within the period covered by this plan
was not known by the Courts Service; however, it is anticipated that funding will be more
constrained than heretofore and that rigorous evaluation, prioritisation and management of
investment will be a key feature of the implementation period. The Courts Service believes that its
long term ICT vision remains sound, albeit that there may be some level of reprioritisation within
the ICT programme in line with the new Courts Service Strategic Plan.              The ICT cost of
maintaining existing infrastructure and systems and delivering existing service levels is
approximately €6M per annum. The Courts Service will adopt a considered and prudent approach to
investment of additional resources to ensure that the most critical projects are progressed and that
maximum business benefits and value for money are achieved.



4.2   New Regulation and Best Practice Requirements


OECD Report - Towards an Integrated Public Service: The 2008 OECD report highlighted that
for citizens and business, the key measure of Public Service performance is how quickly and easily
they can access a service and the quality of that service once received. E-Government, and the
development of a more integrated ICT interface, provides a major opportunity to deliver faster,


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                    ICT Strategy for the Courts Service 2009-2011 (Update)
more readily accessible services and secure internal data sharing to simplify contact with the
Public Service. The report states that a renewed emphasis is needed on the role of ICT and
eGovernment in strengthening information sharing and integrated service delivery and that greater
mobility is needed to help develop and broaden the skills and competency base of generalist staff.
This plan adopts the principles set out therein and in particular highlights eGovernment as a new
strategic theme within the overall ICT programme. A number of ICT infrastructure services and
strategic systems will be critical in enabling the Courts Service to deliver improved access to
services at a higher quality and in a more integrated manner. The Courts Service continues to work
with other state bodies to improve access to eServices in an integrated manner.


The Government Decision of 15 July 2008 to reduce expenditure on external consultants and
Department of Finance circular 02/09 requiring civil and public service bodies to enhance
their self sufficiency in ICT development, operations and management: The new arrangements
for ICT expenditure set out in the Department of Finance Circular 02/09 require Civil and Public
service departments to develop plans to reduce expenditure on external consultants and to become
more self sufficient in terms of ICT development, operations and management. The Courts Service
has prepared a detailed submission to the Department of Finance to meet its obligations under this
circular. The submission aims not to map a way towards complete self sufficiency but towards a
realistic degree of self sufficiency which ensures that existing service levels and standards are
maintained at the most economic cost. The roadmap to a realistic degree of self sufficiency has
particular implications in terms of the managed service contract (Under Strategic Theme 3:
Technology and Infrastructure) and the structure and deployment of internal ICT resources (Under
Strategic Theme 4: Governance and Organisation). The implementation plan in section 7
incorporates recommendations and potential cost efficiencies identified in that submission.


The Department of Finance Circular 06/09 setting out new arrangements for eGovernment:
This circular requires public bodies and authorities to develop detailed eGovernment plans which
set out projects they are currently undertaking and projects they intend to undertake. These plans
will be subjected to regular monitoring by the Department. The Department produced a working
definition of eGovernment projects, to be included in individual plans, which includes projects that
are organisation-specific, cross-organisational, sector-specific or cross-sectoral, and it highlights
eight categories of project types which have the aim of improving information and service
provision. The Courts Service has prepared a detailed eGovernment plan in compliance with this
requirement. The eGovernment initiatives to be progressed during the period of this plan are


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                    ICT Strategy for the Courts Service 2009-2011 (Update)
outlined in this document under Strategic Theme Five: eGovernment Solutions. A number of other
operational and corporate solutions have significant eGovernment aspects and will be pivotal in the
further roll out of eServices by the Courts Service. Projects included in this plan include:
eRegisters, eFiling and a Customer Portal.


Recommendations of the recent Value for Money review of the ICT programme: The recent
Value for Money Review of the ICT programme, which evaluated the programme over the period
2001 to 2007, found that the Courts Service had achieved value for money to date. In particular, it
found that significant progress had been made on projects to date and that clear and tangible
benefits were now being delivered. In addition, a series of recommendations were made to support
the Courts Service in achieving improved value for money and these have been taken into account
in developing this plan. The recommendations include strengthening the ICT Governance and
management framework, introducing comprehensive project accounting principles across all
projects, conducting interim and post project reviews, enhancing performance measurement,
reporting and management, and seeking opportunities for more effective delivery of services where
possible.


4.3   The Internal Business and Technical Environment


“Transformation of Administration and Structures in the Courts (TASC)”: At date of writing
this plan, the Courts Service was in the process of conducting an organisational efficiency review to
identify opportunities for improving effectiveness and efficiency of service delivery. As ICT has,
and will continue to be, recognised as a key enabler of improved service delivery, this strategy will
be seen as a living document which addresses the emerging recommendations of that review. It is
anticipated that planned operational systems such as the civil case management system will enable
the delivery of major cross organisation efficiencies. The Courts Service will continue to assess all
aspects of its current and evolving operations, including ICT, in the spirit of continuous
improvement to enhance effectiveness and efficiency of service delivery.


New additions to the ICT programme: The Courts Service operates in a dynamic environment
and its ICT systems, structures, processes and plans must be flexible to support changes in
regulation, business practice and user requirements. This has translated in practice into various
enhancements to critical systems such as the Criminal Case Tracking System (CCTS) to provide
additional functionality to support legislative change, and the development of interim solutions


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                     ICT Strategy for the Courts Service 2009-2011 (Update)
where a critical business need is identified. The focus during the period of this plan will remain on a
number of major strategic projects such as the Civil Case Management System. ICT will play a vital
role in major strategic projects for the Courts Service including the effective operation of the
Criminal Courts of Justice.



4.4   The Green Agenda
The Courts Service has derived significant benefits from its ICT investment to date. While
recognising this, the Courts Service also recognises its environmental obligations in relation to ICT
and aims to ensure that ICT investment and processes are efficient, sustainable and environmentally
responsible. Meeting environmental obligations is also closely aligned with the need to reduce
expenditure, including in particular, the areas of light, heat and fuel. The electronic delivery of
services in line with the principles of eGovernment will also deliver “green” benefits at a much
wider level. For example, the payment of fines on-line reduces the need for unnecessary travel by
the public to court offices.




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                    ICT Strategy for the Courts Service 2009-2011 (Update)


5. ICT ALIGNMENT WITH BUSINESS STRATEGY
The Courts Service has recently published its business strategy - Courts Service Strategic Plan
2008 – 2011 Putting the Needs of Court Users First - which sets out a future vision of how the
Courts will operate in 2020, the operational priorities underpinning that vision, and the specific
actions that will assist in achieving that vision during the period 2008 – 2011. The effective and
efficient use of ICT is a recurrent theme in this Strategy. This section outlines how ICT will
continue to make a contribution towards the vision and operational priorities of the Courts Service.
       Operational Priority 1 - Put the Needs of the Court Users First
       Operational Priority 2 - Support the Judiciary
       Operational Priority 3 - Improve Access to the Courts
       Operational Priority 4 - Improve Understanding of the Courts
       Operational Priority 5 - Transform Service Delivery
       Operational Priority 6 - Be an Employer of Choice



THE ICT PROGRAMME                                       OP 1    OP 2     OP 3   OP 4    OP 5    OP 6
Operational Systems
  OS1     Criminal Case Tracking System
 OS 2-4   Case Management System
  OS6     Jury Selection & Management System
  OS9     Courts Accounting System
   X      Irish Sentencing Information System
          Legacy and interim systems (Lotus
   X
          Notes)
Corporate Solutions
  CS2     Website
  CS3     Strategic Reporting
 CS4-5    Records and Document Management
  CS7     Financial Management System
  CS7     Human Resource Management System
  CS7     Funds Accounting System
   X      Other corporate systems (various)
eGovernment Solutions
  CS2     Intranet and Customer Portal
  OS3     eFiling
  OS5     eRegisters
Technology and Infrastructure
   T1     Application platform
   T2     Infrastructure Upgrade
   T5     Mobile and Remote technology


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                  ICT Strategy for the Courts Service 2009-2011 (Update)

THE ICT PROGRAMME                                 OP 1   OP 2   OP 3   OP 4   OP 5   OP 6
   T6      Future Proofing/Technology Refresh
   T7      Communication tools
   T8      Evidence Presentation
   T9      Digital Audio Recording
  T10      Video Conferencing
   X       Licensing & Maintenance
   X       Managed Service Contract
   X       Wan Rental & CCC Connectivity
Business Continuity
   T3      Server Consolidation
   T4      Host service
   X       Security Enhancement Programme
ICT Governance and Organisation
   O4      User Skills and Training
   O5      Project Mgt & Business Analysts
   O2      Design Authority
           ICT Governance Framework -
   X
           Enhancement
Green ICT
           Develop green ICT policy
   X       Implement a range of Green ICT
           initiatives




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                     ICT Strategy for the Courts Service 2009-2011 (Update)


6. STATEMENT OF STRATEGY

While the key tenets of the ICT Strategy 2006 – 2010 for the Courts Service remain valid and
appropriate, this strategy update places greater emphasis on specific areas. A comparison of the key
strategic themes used in both the original and the update strategy are included below:


           ICT Strategy 2006 – 2010                        ICT Strategy 2009 – 2011 (Update)
   Operational Systems                                   Operational Systems
   Corporate Solutions                                   Corporate Solutions
   Technology                                            Technology and Infrastructure
   Governance and Organisation                           Governance and Organisation
                                                         eGovernment
                                                         Business Continuity/Security
                                                         Green ICT



Strategic Themes
The seven strategic themes for the period 2009 – 2011 are outlined below. The implementation plan
(section 7) sets out the projects which will deliver on these themes.



6.1   Operational Systems
Operational Systems refer to the automated solutions within the Courts Service that support and
enhance the efficiency and effectiveness of business processes of the courts and improved service to
Court users.


The Criminal Case Tracking System, a business critical system, which was significantly enhanced
in terms of functionality and integration in the last plan, will be rolled out to other jurisdictions over
the next three years to extend the business benefits derived. A process standardisation programme
across all civil and family law jurisdictions is currently under way to improve case processing and
deliver overall efficiencies. The implementation of a single and integrated Civil Case Management
System (CCMS) remains a key strategic priority for the Courts Service. All users of the Courts and
members of the public will benefit from a single view of a case as it moves through the courts. Staff



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                      ICT Strategy for the Courts Service 2009-2011 (Update)
will benefit from a more user-friendly system and a common system will replace numerous interim
systems, reduce the organisation’s training needs and standardised offices will deliver a service that
is easier to understand and use. The CCMS will also support a number of other key strategic
projects in the future such as eFiling and Document Management. The Courts Accounting System
(CAS), implemented during the period of the last plan, computerised a range of previously manual
and labour intensive accounting procedures, and will continue to be enhanced and rolled out during
the period of this plan. It is likely with the planned merger of District Court and Circuit Court
offices that CAS will be rolled out across various jurisdictions over the next few years. CAS is a
key part of the plans for the Criminal Courts of Justice Complex and will support all jurisdictions
within that office.


6.2   Corporate Solutions
Corporate Solutions refer to applications used across the organisation but which are not related to
the processing of core operational court business. These include support systems such as financials,
HR, corporate wide systems and technologies. These applications help to streamline the
administration of the Courts Service and help it to improve service delivery and make the most
effective use of its resources, human and financial, and are thus critical to the effective day to day
management of the service. An important element of Corporate Solutions is information
management and includes records and document management, management information,
knowledge management and provision of information to the wider justice community and to the
public. A number of key corporate systems were enhanced during the last plan including the Funds
Accounting System (FAS), the Financial Management System (FMS) and the Human Resource
Management System (HRMS) to improve effectiveness and efficiency of processing and
management information systems (MIS).


The key themes which continue to inform the corporate solutions strategy are: Information
management; Supporting the Judiciary; and Integration. The corporate systems above will continue
to be supported and enhanced, and strategic development will be focused on improving records and
document management and overall strategic reporting.


6.3   Technology and Infrastructure
This theme covers the underlying infrastructure supporting delivery of the strategy. The Courts
Service has established a reliable and robust nationwide structure to support its automated solutions
and deliver electronic services.


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                    ICT Strategy for the Courts Service 2009-2011 (Update)


Over the next three years the Courts Service will focus on enhancing and securing this
infrastructure through upgrade programmes and the provision of mobile and remote technology.
The upgrade programme will mean faster connectivity for all court offices, improved
communications and greater reliability. Courts Service staff and the members of the judiciary will
have more reliable access to courts systems and information from any court location.


The programme of courtroom technologies and services to the Judiciary will be continued and
enhanced, including the roll out of Digital Audio Recording and Video Conferencing. The
introduction of Digital Audio Recording provides future proofing in the context of an anticipated
significant increase in demand for recording service in the future. The system will enhance the
administration of Justice and the implementation of the system offers additional cost saving and
revenue generating opportunities.


The Courts Service has achieved significant success and progress to date under its managed service
arrangement and will continue with this strategy during the period of the plan. The arrangement has
significant benefits for the Courts Service, allowing it to provide and support a wide array of
enabling technologies, provide knowledgeable IT support to staff, and quickly address critical
system outages, thus enhancing services to court users. The plan does however seek to address the
requirements of circular 02/09 which requires Civil and Public service departments to develop plans
to reduce expenditure on external consultants and become more self sufficient in terms of ICT
development, operations and management. The plan aims towards a realistic degree of self
sufficiency to support the Courts Service in maintaining the quality and progress it has achieved to
date at a cost which represents value for money.



6.4   Governance and Organisation
This theme covers areas such as the overall management and direction of ICT, governance issues,
recommended ICT organisation structure, roles and responsibilities in relation to ICT and required
ICT skills and training. The key focus is ensuring the Courts Service utilises ICT to its full
advantage and derives value for money in so doing. This plan will not only be implemented in a
chellenging period where funding is limited but also in a period of significant change for the Courts
Service following the conduct and roll out of a series of initiatives aimed at addressing the
economic challenge including the recommendations from the TASC programme, the new and more



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                    ICT Strategy for the Courts Service 2009-2011 (Update)
rigorous ex-ante reporting arrangements under Circular 02/09 to the Department of Finance and a
recent submission under the same circular aimed at achieving an increased level of self sufficiency.
The Courts Service considers that proper governance is critical if projects are to be delivered
successfully, on time and within budget. ICT Governance also helps to ensure alignment of the ICT
strategy with the business strategy. As part of the last plan the Courts Service implemented a new
ICT Governance Framework and will continue to enhance this framework in line with
recommendations made in the Value for Money Review of the ICT programme, internal audit and
other reviews.

6.5   eGovernment
In developing the ICT Strategy 2006 – 2010 the Courts Service was cognisant that service delivery
expectations and government policy and targets in relation to eGovernment will continue to develop
and progress.    A range of eGovernment projects have been delivered to date, which provide
benefits, beyond the Courts Service itself, to wider communities including the judiciary and general
public such as payment of fines via the internet and the electronic receipt of summons information
from An Garda Siochana. Circular 06/09 requires public bodies and authorities to develop detailed
eGovernment plans which set out additional projects they intend to undertake. These plans will be
subjected to regular monitoring by the Department. The Courts Service has prepared a detailed
eGovernment plan in compliance with this requirement and in line with the strategy and the detailed
implementation plan set out in this document. Key initiatives will include the extension of
eGovernment services in the form of eRegisters and eFiling and the development of a customer
portal; while implementation of these initiatives has been phased into the medium term beyond the
implementation timeline of this strategy due to anticipated funding constraints, analysis and design
of these systems will proceed in tandem with the Civil Case Management System programme of
work. However, the Courts Service will continue to progress with and improve existing
eGovernment initiatives. The case management system, which has been prioritised, will play a
pivotal roles in extending eGovernment initiatives.



6.6   Business Continuity/Security
This new theme highlights the increased emphasis which is now being placed on business
continuity across the organisation and is informed by business continuity policy and plans
developed by the organisation. As part of the overall policy an emphasis has been placed on the
critical nature of systems supporting the processing of court business and the security of
information across multiple areas of court business. The Courts Service will continue to progress a


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                     ICT Strategy for the Courts Service 2009-2011 (Update)
number of projects under this theme to support greater security and availability of data and key
systems. This includes the server consolidation programme and the hosting service which will
ensure that the standard of hosting of strategic systems (the data centre) is aligned to the criticality
of those systems.



6.7   Green ICT
Green ICT has been identified as a new strategic theme within this strategy to support the Courts
Service in ensuring that its ICT investment and processes are efficient, sustainable and
environmentally responsible. Green ICT has a number of benefits including financial benefits for an
organisation. Flexible working arrangements and services such as telephone, web or video
conferencing can greatly reduce associated travel costs. Server virtualisation and a green approach
to PC use can lead to a reduction in power requirements and recycling computer equipment will
have a beneficial impact for all Courts Service users and the country as a whole. This is a cross
cutting theme which will impact various other themes and projects outlined in this strategy.
Specifically, the Courts Service will, during the period of this plan, review opportunities to
minimise the negative environmental impacts of current service delivery and ICT, and will exploit
energy efficient initiatives to deliver both energy and cost reductions. The Courts Service will work
with its managed service provider to develop its Green ICT policy and tangible initiatives to deliver
energy and cost benefits. In the short term it will seek to take early action on those things that can
make an immediate difference but will also take account of the Green Agenda in the development
and roll out of the various projects outlined in this plan. Initiatives identified under other strategic
themes, including server consolidation and the move to a new data centre, are already aligned to the
Green ICT agenda. The electronic delivery of services in line with the principles of eGovernment
will also deliver “green” benefits at a much wider level. The Courts Service will work with agencies
such as Sustainable Energy Ireland to identify projects that can be undertaken to increase cost
efficiencies in service delivery and the use of ICT.




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                      ICT Strategy for the Courts Service 2009-2011 (Update)

7. IMPLEMENTATION WORK PROGRAMME
The implementation work programme below outlines the projects which will deliver the ICT vision
across the seven strategic themes outlined above in the statement of strategy. This implementation
work programme is supported by further detail including anticipated costs and more detailed
timelines. The detailed plan (including costs and timelines) will be a key tool supporting the ICT
Governing Committee and operational management over the next three years.


The strategic priorities within the overall ICT programme have been prioritised in accordance with
organisational priorities outlined in the Courts Service Strategic Plan 2008 – 2011 Putting the
Needs of Court Users First. All future planned projects are categorised as high (H), medium (M), or
low (L) based on their anticipated delivery against the operational priorities and performance
measures set out in that plan.


The ICT cost of supporting existing systems and maintaining current service levels is approximately
€6M per annum; planned projects will require additional investment. The planned programme also
includes a number of initiatives that will incur minimal or no external expenditure, but rather will
involve the deployment/redeployment of existing human resources, these initiatives include:
       Enhancement of ICT Security
       Development of a Green ICT policy and implementation of a range of Green ICT initiatives
       Enhancement of ICT Governance arrangements


The following tables list the ICT projects which will deliver on the 7 strategic themes described in
section 6, and also indicate:
       The operational priority(ies) which the project supports
       The strategic importance of the project to the Courts Service (High/Medium/Low)
       The planned implementation timeline
       Whether the cost has been committed at date of writing of this plan


Key to tables below
     Indicates strategic development projects (%
     indicates expected level of completion by 2011/13)        Indicates ongoing/support and maintenance activities




                                                          19
                          ICT Strategy for the Courts Service 2009-2011 (Update)
7.1    Operational systems
                                                                                          IMPLEMENTATION
                                                    STRATEGIC ALIGNMENT                                                 COST
                                                                                              PHASING
                                                                    Strategic
                                                                                                                       Committed
Ref    STRATEGIC PROJECTS                           Strategic Plan Importance   '09        '10         '11   '12-'13
                                                                                                                        (Yes/No)
                                                                     (H/M/L)
OS1   Criminal Case Tracking System
       - Support and maintenance                      Op1, 2, 5                 29%        18%         18%    36%        Yes
       - Enhancement and roll out                     Op1, 2, 5        H                   50%                50%        No
OS2-4 Case Management System
       - Analysis and design                          Op1, 2, 5        H                         50%          50%         No
       - Develop and implement                        Op1, 2, 5        H                               33%    67%         No
       - Solutions for specialised offices            Op1, 2, 5        M        0%         0%           0%   100%         No
OS6   Jury Selection & Management System
       - Develop and implement                         Op 1, 5         L                                     100%         No
OS9   Courts Accounting System
       - Support and maintenance                       Op 1, 5                  37%        15%         15%    33%        Yes
       - Enhancement                                   Op 1, 5         H              0          50%          50%        No
X     Irish Sentencing Information System
       - Develop and implement                         Op 2, 4         H        100%                                     Yes
X     Legacy and interim systems (Lotus Notes)
       - Support & Maintenance (existing systems)      Op 1, 5                  29%        18%         18%    35%        Yes
       - Develop and implement                         Op 1, 5         M                         50%          50%        No



7.2    Corporate Solutions
                                                                                          IMPLEMENTATION
                                                    STRATEGIC ALIGNMENT                                                 COST
                                                                                              PHASING
                                                                    Strategic
                                                                                                                       Committed
Ref    STRATEGIC PROJECTS                           Strategic Plan Importance   '09        '10         '11   '12-'13
                                                                                                                        (Yes/No)
                                                                     (H/M/L)
CS2   Website - Enhancement
      - Support and maintenance                      Op 1, 3, 4, 5     M                                                 No
      - Enhancement                                  Op 1, 3, 4, 5     M                   60%                40%        Yes
CS3   Strategic Reporting
      - Develop and implement                           Op 5           H        0%         0%          15%    85%         No
CS4-5 Records and Document Management
      Develop and implement                           Op 2, 3, 5       M        0%         0%          0%    100%         No
CS7   Financial Management System
      - Support and maintenance                         Op 5                    20%        20%         20%    40%        Yes
CS7   Human Resource Management System
      - Support and maintenance                          Op 6                   20%        20%         20%    40%        Yes
CS7   Funds Accounting System
      - Support and maintenance                        Op 1, 5                  20%        20%         20%    40%        Yes
X     Other corporate systems (various)
      - Support and maintenance                         Op 5                    37%        15%         15%    33%        Yes
      - Enhancement                                     Op 5           M                   100%                          No




                                                                 20
                          ICT Strategy for the Courts Service 2009-2011 (Update)
7.3   Technology and Infrastructure
                                                                                      IMPLEMENTATION
                                                  STRATEGIC ALIGNMENT                                                 COST
                                                                                          PHASING
                                                                  Strategic
                                                                                                                     Committed
Ref   STRATEGIC PROJECTS                          Strategic Plan Importance    '09      '10          '11   '12-'13
                                                                                                                      (Yes/No)
                                                                   (H/M/L)
T1    Application platform                         Op 1, 2, 5, 6     H                      100%             0%        No
T2    Infrastructure Upgrade                           All           H               100%                    0%        Yes
T5    Mobile and Remote technology                    Op 2           M                   60%                40%        Yes
T6    Future Proofing/Technology Refresh               All                               13%     38%        50%        No
T7    Communication tools                             Op 2           L                                                 No
T8    Evidence Presentation                         Op 2, 4          L                                                 No
T9    Digital Audio Recording                       Op 2, 4          H                  80%                 20%        Yes
T10   Video Conferencing
       - Support and maintenance                    Op 1, 2, 5                25%       15%          16%    44%        Yes
       - Enhancement and roll out                   Op 1, 2, 5       L         0%             50%           50%        No
X     Licencing & Maintenance                         All                     17%       19%          19%    45%        Yes
X     Managed Service Contract (Outsourced ICT)
       - Standard contracted services                  All                    20%       20%     19%     41%            Yes
       - Additional services                           All           H                   60%            40%            No
X     Wan Rental & CCC Connectivity                    All                     19%      20%     20%     41%            Yes
X     Telephony                                        All                    #####    #DIV/0! #DIV/0! #DIV/0!         No



7.4   ICT Governance and Organisation
                                                                                      IMPLEMENTATION
                                                  STRATEGIC ALIGNMENT                                                 COST
                                                                                          PHASING
                                                                  Strategic
                                                                                                                     Committed
Ref   STRATEGIC PROJECTS                          Strategic Plan Importance    '09      '10          '11   '12-'13
                                                                                                                      (Yes/No)
                                                                   (H/M/L)
O4    User Skills and Training                          All                    6%       12%          27%                No
O5    Project Mgt & Business Analysts                   All                   20%                                       No
O2    Design Authority                                  All           H                       100%                      No
X     ICT Governance Framework - Enhancement           Op 5                                                             No



7.5   eGovernment Solutions
                                                                                      IMPLEMENTATION
                                                  STRATEGIC ALIGNMENT                                                 COST
                                                                                          PHASING
                                                                  Strategic
                                                                                                                     Committed
Ref   STRATEGIC PROJECTS                          Strategic Plan Importance    '09      '10          '11   '12-'13
                                                                                                                      (Yes/No)
                                                                   (H/M/L)
CS2   Intranet and Customer Portal
       - Stage 1: Requirements Analysis             Op 1, 3, 4       M         0%       0%           10%    90%         No
       - Stage 2: Develop & implement               Op 1, 3, 4       M         0%       0%            0%   100%         No
OS3   eFiling
       - Develop and implement                      Op 1, 3, 4       H         0%             50%           50%         No
OS5   eRegisters
       - Develop and implement                      Op 1, 3, 4       H         0%       0%           0%    100%         No




                                                              21
                          ICT Strategy for the Courts Service 2009-2011 (Update)
7.6   Business Continuity

                                                                                        IMPLEMENTATION
                                                     STRATEGIC ALIGNMENT                                            COST
                                                                                            PHASING
                                                                     Strategic
                                                                                                                   Committed
Ref   STRATEGIC PROJECTS                             Strategic Plan Importance   '09     '10       '11   '12-'13
                                                                                                                    (Yes/No)
                                                                      (H/M/L)
T3    Server Consolidation                                 All           M                  100%                      No
T4    Host service                                         All           M               100%                         No
X     Security Enhamcement Programme                       All           M               60%              40%         No




7.7   Green ICT

                                                                                        IMPLEMENTATION
                                                     STRATEGIC ALIGNMENT                                            COST
                                                                                            PHASING
                                                                     Strategic
                                                                                                                   Committed
Ref   STRATEGIC PROJECTS                             Strategic Plan Importance   '09     '10       '11   '12-'13
                                                                                                                    (Yes/No)
                                                                      (H/M/L)
X     Green ICT
      - Develop green ICT policy                         Op 5                    100%                                 No
      - Implement a range of Green ICT initiatives       Op 5                                                         No




                                                                22
                     ICT Strategy for the Courts Service 2009-2011 (Update)




8. RISK ASSESSMENT
The Courts Service maintains a corporate risk register to identify and manage the key risks,
including ICT risks, facing the Courts Service. ICT Governance arrangements also include risk
identification on project initiation and risk reporting throughout the duration of the project. This
process and document does not serve to replace the risk management arrangements already in place
but aims to highlight the high risks associated with this strategy. It was not considered possible or
appropriate to define all risks but rather those risks which might have a high impact on the
implementation of the strategy. The risks identified below will be included on the corporate risk
register as appropriate and updated and managed during the period of implementation.

 Ref    Risk                                               Action
        Risk that funding for the overall programme
                                                           Projects have been and will continue to be
        may be insufficient due to the difficult
                                                           rigorously prioritised to ensure impact is
        economic environment within which the plan
                                                           mitigated as far as possible.
        will be implemented and the significant
   1
        constraints on public expenditure. This may
                                                           Cost neutral approaches and innovative
        result in an inability to meet user expectations
                                                           funding arrangements will be pursued
        and    maintain/enhance     service    delivery
                                                           where possible.
        standards.
                                                           Phased approach for development of
                                                           CCMS and other critical systems with a
                                                           resultant phased requirement for funding.
        Risk that critical operational systems such as
        the civil case management system may
                                                           Pilot implementation will be adopted
        continue to be delayed resulting in lack of
   2                                                       where necessary to prove the business
        return on investment to date, a delay in
                                                           case.
        anticipated business benefits, and stakeholder
        disillusionment.
                                                           Ongoing reporting of progress on the
                                                           implementation        plan      will       be
                                                           communicated to key stakeholders.
        Risk that recent policy developments in A submission has been prepared to
   3
        outsourcing may impact on the delivery, cost evaluate          and    communicate         current



                                                 23
                     ICT Strategy for the Courts Service 2009-2011 (Update)
Ref   Risk                                             Action
      and quality of services and/or require arrangements and agree a best fit, value
      significant restructuring and re-skilling of the for money solution for the Courts Service
      ICT organisation.                                (This is based on a realistic, as opposed to
      (The Courts Service manages its information complete, level of self sufficiency).
      technology infrastructure through an external
      managed service provider).
      Risk that funding constraints and/or other
      requirements may reduce the flexibility and
      responsiveness of the organisation in serving
                                                       A formal and rigorous process will
      its stakeholder basis.
 4                                                     continue to be utilised to reconcile and
      (The     multi-dimensional      and   dynamic
                                                       prioritise competing initiatives.
      environment within which the Courts Service
      operates requires some flexibility in ICT
      planning and investment).
                                                       Formal project reporting in line with the
                                                       detailed and costed implementation plan
      Risk that prioritised projects may incur delays will help to ensure that individual projects
      and budget overruns; within tight funding are managed within defined parameters
 5    parameters such overruns may have an and any project specific decisions are
      increased negative impact on other aspects of made within the context of the overall
      the strategy.                                    programme.
                                                       Reporting of individual projects to the
                                                       ICT Governing Committee will continue.
                                                       A    significant    amount      of   senior
      Risk    that     the   amount   and   rate   of management time will be invested in this
      environmental and organisational change, plan via the ICT Governance Committee.
      which has occurred to date, and will remain a
 6    feature of the implementation period of this Formal reporting against the detailed
      strategy, may negatively impact on the rate of implementation plan will ensure that any
      implementation and the success in delivering risks, issues, or deviations are quickly
      of this plan.                                    identified.




                                              24
                  ICT Strategy for the Courts Service 2009-2011 (Update)
Ref   Risk                                            Action
      Risk that unplanned or other ad hoc systems
                                                      Ensure all such requests meet rigorous
      are required based on short term requirements
                                                      criteria and are supported by sound
 7    for operational systems, leading to resources
                                                      business case including ownership, costs,
      being diverted from longer term strategic
                                                      benefits and commitment of resources.
      projects.




                                             25
                       ICT Strategy for the Courts Service 2009-2011 (Update)


9. MONITORING AND REVIEW OF PERFORMANCE

This update plan places an increased emphasis on investment evaluation, strategic prioritisation,
programme and project governance and management, and implementation timelines to ensure that
the most important strategies are prioritised and implemented within the context of limited
resources and a challenging implementation period.


The implementation work programme set out in section 7 will act as a key monitoring tool at all
levels of implementation from ICT Governing Committee to the ICT Unit and individual project
teams. This implementation work programme is supported by a more detailed work programme
(Appendix II) which outlines individual project costs and more detailed timelines. Each project
identified within the seven major strategic themes is also supported by a project charter and
standard project management structures and arrangements including a dedicated business owner,
project manager, business case and formal project reporting (including actual to budget analysis,
project risk and issue logs). The ICT Governing Committee has overall responsibility for the
governance of the ICT programme set out in this plan.


Performance monitoring and review arrangements will be enhanced by the following during the
period of this plan:
       The introduction of more formal and detailed investment appraisal criteria (Appendix I)
       supported by detailed business case arrangements to ensure that the most critical projects are
       progressed within tight funding constraints
       The introduction of full project accounting principles to ensure that the full cost of a project
       is understood and accounted for
       Performance measurement will be enhanced by ensuring that investment appraisal and
       business case arrangements described achieve the anticipated and measurable benefits.
       Benefits delivered will be tracked and measured against anticipated benefits outlined at the
       outset and reported to the ICT Governing Committee
       ICT implementation and performance management will be guided by the performance
       indicators set out in the Courts Service Strategic Plan
       Formal quarterly reporting to the ICT Governing Committee on the detailed implementation
       plan (Appendix II)




                                                 26
               ICT Strategy for the Courts Service 2009-2011 (Update)
The following diagram depicts the ongoing framework for monitoring and review of
performance:




                                        27
ICT Strategy for the Courts Service 2009-2011 (Update)




                   Appendix I
   Investment Appraisal Form




                         28
Appraisal Checklist

               ame:
              Name
   1. Project Name:



   2. Project Description:




              Ownership     management:
   3. Project Ownership and management:


        Champion:
Project Champion:


Project Manager:


   4. Key Performance Objective / Expected Business Outcome




   5. Operational Priority
Indicate (X) which of the following priorities (one or more) the proposed project supports and
include any explanatory commentary as appropriate.
                                                    X       Comment, if appropriate
     - 1. Put the Needs of the Court Users First

     - 2. Support the Judiciary

     - 3. Improve Access to the Courts

     - 4. Improve Understanding of the Courts

     - 5. Transform Service Delivery

     - 6. Be an Employer of Choice


   6. Project Timeline
                                         Relevance (X)      Duration (mm/yy to mm/yy)
           -   Planning

           -   Requirements Definition

           -   Design and Development

           -   Implementation
Appraisal Checklist


                 Level
   7. Investment Level


Year 1:                       Year 2:                        Year 3:



   8. Risk Profile
                      High     Above       Average       Below     Certain
                               Average                   Average   Outcome



     Comment on risk ranking including specific risks associated with project




                   ation/cost
              generation
   9. Revenue generation/cost saving opportunities
   Describe any revenue generating potential or cost saving opportunities associated with
   the project indicating their nature, the level per annum (€), and the anticipated timeline
   to generate such revenue/cost savings e.g. by end of year three.




   10. Other Considerations




          -------------FOR                         ONLY---------------
          -------------FOR ICT GOVERNING COMMITTEE ONLY---------------


   1. Simple Payback in years :


   2. Conclude
                         Go        No Go      Research       Phase out
                                               Further        to longer term



     Comments




Signed:
Signed:                                                    Date:
ICT Strategy for the Courts Service 2009-2011 (Update)




                  Appendix II


Detailed Implementation Work
                  Programme
       (For Internal Use Only)




                         29

				
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