Boston Borough Council ICT Strategy

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Boston Borough Council



ICT Strategy






10.01.2007, reference:
5884ICTS_v10.doc


Christine Westlake,
christine.westlake@socitm.gov.uk
, 01692 405597, 07771 622065).

Socitm
Consulting
, PO Box 66, Holyhead, LL65 2YB,
www.socitm.gov.uk



Registered office F4 Moulton Business Centre,

Redhouse Rd, Moulton Park, Northampton, NN3 6AQ


Boston

Borough Council

ICT STRATEGY




Boston

Borough Council



Document status: Draft

ICT Strategy


10.01.2007


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Revision history


Document ID/version

Status

Date

Reason for issue

Author

5884ICTS_v2.doc

Draft

29/11/2006

Initial release of draft Part A only
for information

Christine
Westl
ake

5884ICTS_v3.doc

Draft

30/11/2006

Draft Part A as above plus draft of
part B

Christine
Westlake

5884ICTS_v4.doc

Draft

1/12/2006

Draft Part A and B for CMB

Christine
Westlake

5884ICTS_v5.doc

Draft

5/12/2006

Draft Part A and B following
comments from A
M & AC

Christine
Westlake

5884ICTS_v6A

Draft

8/12/2006

Draft Part A following cmb
5/12/06

Christine
Westlake

5884ICTS_v7A

Draft

14/12/2006

Final version of ICT Strategy
following CMB on 12/12/08 and
further input from various.

Christine
Westlake

5884ICT
S_v8A

Draft

22/12/2006

Final draft version of ICT Strategy
for P&D committee briefing
03/01/07

Christine
Westlake

5884ICTS_v9

Draft

09/01/2007

ICT Strategy sent to Terry Street
for QA following PD Committee

Christine
Westlake

5884ICTS_v10

FINAL

Draft

10/
01/2007

QA’d ICT Strategy for Cabinet
17.01.2007

Christine
Westlake/Andree
Mitchell


Document approvals and distribution.


Issuing email file
reference and date
1

Issued to which
approvers

Approving email file
references and dates

Approval status


5884CW
013 issued
29/11/06

Andree Mitchell &
Andrew Claydon


Information & comment only

5884CW014 issued
30/11/06

Andree Mitchell &
Andrew Claydon


Information & comment only

5884CW015 issued
1/12/06 (v4)

Andree Mitchell


For CMB Distribution
(superceded by v5)

5884CW016 issued
5/12/06 (v5)

Andree Mitchell



5884CW018 issued
8/12/06 (v6A)

Andree Mitchell


For comment and distribution to
CMB 12/12/6

5884CW022 issued
15/12/06 (v7A)

Andree Mitchell



5884CW025 issued
22/12/2006

Andree Mitchell


For P&D committe
e briefing
03/01/2007

5884CW029 issued
09/01/2007 (v9)

Terry Street

Re: 5884CW029 ICT
Strategy and Service
Review 09/01/2007

For QA

5884CW030 issued
10/1/2007 (v10)

Andree Mitchell


For Cabinet 17.01.2007





1

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

Boston

Borough Council

ICT STRATEGY




Boston

Borough Council



Document status: Draft

ICT Strategy


10.01.2007


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CONTENTS

1

INTRODUCTION

................................
................................
.........................

5

1.1

Methodology

................................
................................
...............................

5

2

EXECUTIVE SUMMARY

................................
................................
...............

7

2.1

Background

................................
................................
................................
.

7

2.2

Key Points

................................
................................
................................
..

7

3

SUMMARY RECOMMENDATI
ONS

................................
.............................

10

3.1

Resilient Ring


2007/08 Q1

................................
................................
........

10

3.2

ICT Working Group


2006/07 Q4

................................
..............................

10

3.3

ICT Work Programme


2007/08 Q1

................................
...........................

10

3.4

ICT Structure


2007/08 Q1 & Q2

................................
...............................

10

3.5

Help Desk


2007/08 Q1 onwards

................................
...............................

11

3.6

E
-
Financials


2007/08 Q1
-

Q4

................................
................................
...

11

3.7

Revenues & Benefits


2007/08 Q4

................................
..............................

11

3.8

Website

2007/08 Q1
-

4

................................
................................
.............

12

3.9

CRM and EDRMS


2009/10 Q1
-

4

................................
.............................

12

3.10

Zenworks


2007/08 Q1
-

2

................................
................................
..

12

3.11

Des
ktop provision


2008/09 Q1

................................
..........................

12

3.12

Service Delivery Statements


2007/08 Q4

................................
..............

13

3.13

Disaster Recovery & Business Continuity


H
igh Priority (ongoing)

............

13

3.14

Information Management


2008/09 Q1

................................
................

13

3.15

Health Warning!
................................
................................
..................

13

4

EXTERNAL ENVIRONMENT

................................
................................
.....

14

4.1

Vision

................................
................................
................................
......

14

4.2

Current position
................................
................................
.........................

15

4.3

Getting there

................................
................................
.............................

17

5

STRATEGIES AND POLIC
IES

................................
................................
.....

19

5.1

Vision

................................
................................
................................
......

19

5.2

Current position
................................
................................
.........................

19

5.3

Getting there

................................
................................
.............................

21

6

GOVERNANCE FOR ICT

................................
................................
............

22

6.1

Vision

................................
................................
................................
......

22

6.2

Current position
................................
................................
.........................

22

6.3

Getting there

................................
................................
.............................

23

7

ICT SERVICE PLANNING

................................
................................
..........

26

7.1

Vision

................................
................................
................................
......

26

7.2

Current position
................................
................................
.........................

26

7.3

Getting there

................................
................................
.............................

27

8

INFORMATION MANAGEME
NT

................................
...............................

29

8.1

Vision

................................
................................
................................
......

29

8.2

Current position
................................
................................
.........................

29

Boston

Borough Council

ICT STRATEGY




Boston

Borough Council



Document status: Draft

ICT Strategy


10.01.2007


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8.3

Getting there

................................
................................
.............................

30

9

ICT SERVICE DELIVERY

................................
................................
...........

32

9.1

Vision

................................
................................
................................
......

32

9.2

Current position
................................
................................
.........................

32

9.3

Getting there

................................
................................
.............................

33

10

TECHNOLOGY ARCHITECT
URE

................................
...........................

35

10.1

Vision

................................
................................
...............................

35

10.2

Current position

................................
................................
.................

36

10.3

Getting there

................................
................................
......................

37

11

ICT SERVICE ROLE AND

STRUCTURE

................................
..................

40

11.2

The IT Utility role

................................
................................
...............

40

11.3

The IT Services Broker role

................................
................................
..

40

11.4

The Business Change Agent

................................
................................
..

40

11.5

The Change Process

................................
................................
............

40

12

IMPLEMENTATION

................................
................................
...............

41

12.1

Options

................................
................................
.............................

4
1

12.2

Action Plan

................................
................................
........................

42

13

APPENDIX A


SOCITM SOFTWARE SURV
EY 2006 EXTRACTS

..............

49

14

APPENDIX B


CONSULTEES

................................
................................

53

15

APPENDIX C


SWOTS

................................
................................
...........

57

15.1

ICT Workshop

................................
................................
...................

57

15.2

Client Workshops

................................
................................
...............

58

16

APPENDIX D


KEY PROCESSES FOR CM
M LEVELS

.............................

59

17

APPENDIX E


OTHER WORKSHOP OUTPU
TS

................................
.....

60

18

APPENDIX F


CONNECTIVITY REFEREN
CES

................................
.....

60


Boston

Borough Council

ICT STRATEGY




Boston

Borough Council



Document status: Draft

ICT Strategy


10.01.2007


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1

Introduction


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


This document sets out the Council’s corporate ICT Strategy. Each Department should
have its own ICT Strategy linking to this, but as a minimum have regard to t
he level of ICT
required to support the delivery of the annual Service Development Plan. This recognises the
supremacy of the corporate ICT Strategy in setting out commonality. Wider ICT Strategies
should be established for any local strategic partnership
s.


The ICT Strategy is supported by two further separate documents. An ICT Service Review
that reviews the service considering various aspects and presents three service role options to
be considered. A Highlight Benchmark report presents the results from

a high level
benchmarking exercise using key performance indicators of the current ICT service at
Boston Borough Council comparing with other similar authorities.

1.1

Methodology

1.1.1

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

1.1.2

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

1.1.3

Three workshops we
re run to give participants the opportunity to discuss their
requirements of the ICT service, issues and priorities using various methodologies including
a SWOT analysis


see Appendix C.

The Capabilities Maturity Model (CMM), developed by the Software En
gineers Institute, was
also used to determine where the ICT service positioned their service on the model compare
with where their customers placed them


see figure 1. A description of the key process
requirements for each level of the model can be found
in Appendix D. An explanation for
the difference may be that the customer is unaware of what ICT does, evidenced during the
workshops, and what procedures the service should have in place to demonstrate its
maturity. Whilst the ICT service provided is con
stantly improving there is a recognition
within the section that further procedures and best practice (for example relating to the IT
Infrastructure Library) are being put in place, but not all areas of the higher levels have been
achieved at this stage.

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

Boston

Borough Council

ICT STRATEGY




Boston

Borough Council



Document status: Draft

ICT Strategy


10.01.2007


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ICT

Client


Figure 1
-

Capabilities Maturity Model













1.1.4

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

1.1.5

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

1.1.6

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





Level 1: Initial

Level 5:
Optimising

Level 4: Managed

Level 3: Defined

Level 2: Repeatable

Boston

Borough Council

ICT STRATEGY




Boston

Borough Council



Document status: Draft

ICT Strategy


10.01.2007


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2

Executive Summary

2.1

Background

2.1.1

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

2.1.2

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

2.1.3

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

2.2

Key Points

2.2.1

The benchmark exercise has highlighted that ICT is under
-
resourced by 2 full time
equivalent (FTE) staff. This is based on the number of technical ICT staff supporting all
users as of the s
tart of financial year 2006/07, i.e. 8 ICT staff for 350 users. The current
technical staff complement is 6 which includes a temporary secondment from a
neighbouring local authority.

2.2.2

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

2.2.3

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


This would be of

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


Lincolnshire County Council are implementing a “Resilient Ring” project which will provide
a very high capacity wide area network acro
ss the county providing the ability to reduce long
distance communications costs for the council. The Resilient Ring will also be fundamental
in supporting the projects and work of the Lincolnshire Shared Services Partnership (LSSP)
and the Public Sector W
orking Group (PSWG) which include the provision of shared
services, data centres, contact centres and disaster recovery.

Boston

Borough Council

ICT STRATEGY




Boston

Borough Council



Document status: Draft

ICT Strategy


10.01.2007


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2.2.4

In order for Boston Borough Council to be able to take full advantage of the LSSP and
PSWG work it must align itself with the technolog
ies being used by the majority of the
partners. Primarily this means that Boston will have to move away from using
GroupWise/Novell to Microsoft Exchange/Outlook and consider the use of thin client
where appropriate.

2.2.5

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


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




To undertake the ICT Governance role



To provide a forum for presentations to keep the Council updated on the benefits
and level of appropriateness of emerging technologies for Boston



To provide input and coordination of ICT requirements to be included within the
Council’s Service Development Plans to enable the delivery of those plans



To agree and monitor the annual ICT
work programme



To agree deviation from the programme should unexpected urgent requirements
occur during the year so that the associated implications and risks are understood by
the group.


This is discussed further in Section 6.

2.2.6

Information Management, ICT

Security, Business Continuity and Disaster Recovery are
all vital functions of the council. The council currently has no Information Management
Strategy, the ICT Security Policy has not been reviewed for a number of years, however
there are plans to put i
n place an interim policy with a view to aligning security policies for all
Lincolnshire Councils as a deliverable of the shared services work currently taking place.
Plans for Business Continuity are in their infancy and thus Disaster Recovery is not yet
comprehensive. All these issues put the council at risk. Although this situation is not unusual
in smaller local authorities it is no less important. This has been recognised by the Public
Sector Working Group (PSWG) who has commissioned some work by Cornw
ell
Management Consultants plc to consider options for shared disaster recovery for the
members of the group and is considering the use of the resilient ring to achieve this.


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


The Council’s Business Continuity plans should

be completed, adopted, tested, documented
and amended on a regular basis. The council should be prepared and practiced for the worst
possible case. It is understood that some of this work is being done in partnership with
Lincolnshire County Council and t
he other Lincolnshire district councils.

2.2.7

The ICT help desk is the shop window for ICT. It should be the first point of contact
for all queries and problems for all council staff and Members. All calls should be recorded
on the help desk and monitored so as

to be able to identify recurring problems, training
issues, and software and infrastructure performance. With appropriate training the help desk
should work towards achieving 80% call resolution at first point of contact, this would then
free up the more
experienced technical staff to deal with more complex work.

Boston

Borough Council

ICT STRATEGY




Boston

Borough Council



Document status: Draft

ICT Strategy


10.01.2007


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2.2.8

In order to be able to plan ICT service delivery and further to the Council’s work on e
-
Government, it is now essential that ICT develop an updated annual work programme that
has been agreed at a
corporate level. One element of this work programme has to be the
procurement and implementation of new or replacement systems. In order to know what
will be due for replacement the service should have access to a contract management system,
manual or comp
uterised, that will alert ICT at least 12 months in advance to allow adequate
resource and financial planning.

2.2.9

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

2.2.10

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

2.2.11

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




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




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




The Business Change Agent role represents an ICT service prepared to align itself
with the wider business and support strategic objectives, offering skills and
credibility that

can really add value. To achieve this ICT will need to play a more
proactive and strategic role within the council in order to ensure maximum benefit
from past and future investments in technology. Socitm Consulting recommend that
the ICT service adopt th
is role for future service delivery using a combination of in
house, partnership and outsourcing service delivery methods as appropriate and
beneficial to the council.

Boston

Borough Council

ICT STRATEGY




Boston

Borough Council



Document status: Draft

ICT Strategy


10.01.2007


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3

Summary Recommendations

A full project implementation plan can be found in Section 12.

3.1

Resilient Ring


2007/08 Q1

3.1.1

Take advantage of the Resilient Ring project. Connection to the resilient ring will:



Enable the council to make savings on the costs of running long distance leased lines.



Allow replacement of DSL lines to remote sites includi
ng the crematorium and the Haven
and the high
-
speed link (LES10) to Fen Road.



Enable shared Internet provision.



Support shared service provision.



Provide a robust vehicle for business continuity and disaster recovery

3.2

ICT Working Group


2006/07 Q4

3.2.1

Set up
a corporate ICT working group as detailed in Section 5 to enable:



ICT Governance



Increase corporate ICT awareness



ICT inclusion in the Service Development Plans



Creation and monitoring of an ICT work programme



Corporate decisions on deviation from work pro
gramme with understanding of
associated risk and consequence of decision.



Member and user involvement

3.3

ICT Work Programme


2007/08 Q1

3.3.1

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

3.3.2

Quarterly report
ing of the ICT Work Programme and update from ICT Working Group into
Audit and Governance Committee

3.3.3

Regular reporting on the status of the work programme to the Council’s Corporate
Management Board.

3.4

ICT Structure


2007/08 Q1 & Q2

3.4.1

The Council should adopt

the Business Change Agent role for ICT service delivery in
principle, subject to the budget being found from existing Council budgets, by:



Using the suggested structure.



Writing job descriptions and person specifications.



Evaluating the new job descriptio
ns.



Recruiting to the new structure.

3.4.2

The service delivery methods should employ a mix of:



In house provision so as to retain the local understanding and knowledge of the business
of Boston Borough Council.



Partnership working through the LSSP & the PSWG to

be able to take advantage of
economies of scale for joint procurement.



Selective outsourcing where it can release internal resources for new projects, or supply
specific skills that are required but are not available through the Partnership.

Boston

Borough Council

ICT STRATEGY




Boston

Borough Council



Document status: Draft

ICT Strategy


10.01.2007


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3.5

Help Desk


2007/08 Q1 onwards

3.5.1

Promote and enhance the level of service offered by the ICT help desk by:



Adopting the Information Technology Infrastructure Library (ITIL) standards.



Reviewing the software being used to ensure fitness for purpose and budget. If it is n
ot
then procuring an alternative that is.



Working towards an 80% resolution target at first point of call.



Continuing to develop the skills and experience of the ICT help desk staff.



Promoting the ICT service.



Ensuring that all calls are recorded and escal
ated in accordance with agreed service level


3.6

E
-
Financials


2007/08 Q1
-

Q4

3.6.1

This system is not being used to its full potential. Socitm Consulting recommend that the
council seriously considered keeping e
-
financials and extending the contract for a further

5 years
because:



It is the most popular financial management package (Socitm Software Survey 2006).



The LSSP may consider a joint procurement for financial management in the future.
Significant investment has already been made in this application and it
would be prudent
to maximise this investment during the next 5 years.



The finance department may consider that although they are not happy with the system,
they already have a tight programme of work including the base budget work so would
not have the ca
pacity to enter into a procurement situation at this time.


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




There should be a health check carried out on the system by the supplier, Cedar.



A full retraining program
me for all staff that use the system.



The council should consider using the supplier of e
-
financials, thus reducing the number
of suppliers involved in this solution, to support Oracle 8i while moving forward with
the recommendations from the health check
. This will probably include a
reconfiguration of the system, a training programme and an upgrade to Oracle 10f and e
-
financials 3.4.

3.7

Revenues & Benefits


2007/08 Q4

3.7.1

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

3.7.2

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

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3.8

Website

2007/08 Q1
-

4

3.8.1

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




Joomla, the content management software currently being use
d is adequate for Boston
and should be retained since it is a cost effective product that is functionally fit for
purpose.



The website style and templates are redesigned, content reviewed, staff retrained in
publishing information and more transactional se
rvices are made available.



External consultation is carried out to determine what the public want and how the
website can help them.



The communications officer is responsible for published content.



That the council, over the next few years endeavour to imp
rove its Better Connected
rating from ‘C’ontent to a ‘C’ontent+ rating or even a ‘T’ransactional rating.

3.9

CRM and EDRMS


2009/10 Q1
-

4

3.9.1

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

3.10

Zenworks


2007/08 Q1
-

2

3.10.1

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

3.11

Deskto
p provision


2008/09 Q1

3.11.1

ICT should consider entering into a draw down type supply contract for the provision of
PCs and laptops. By having a standard specification, build standard and disposal procedure.
Quality control and contract monitoring would have
to be effective. A third party could provide
this service by:



Receiving the request



Building the PC to pre
-
agreed specification and standards.



Deliver to the council and install on the user’s desk



Remove old equipment and either re
-
commission or dispose ac
cording to ICT’s
procedures.



Remove packaging.

3.11.2

This would benefit the council by:



Freeing up help desk staff, who can then concentrate on improving the help desk service



Reducing the cost of PCs and laptops through economies of scale.



Providing a standard

specification and build standard to the council.

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3.12

Service Delivery Statements


2007/08 Q4

3.12.1

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

3.13

Disaster Recovery & Business Continuity


High Priority (ongoing)

3.13.1

Continue to develop comprehensive business continuity plans and ICT disaster recovery

plans to support these for the council by continuing to work with the PSWG, LSSP and the
Lincolnshire Resilience Partnership. These plans should be appropriate to cover the business
requirements including communications infrastructure, equipment and hardw
are, data and
systems and will involve all current third party ICT suppliers. These must be regularly practiced
and tested, documented and amended. Staff must be aware of their roles in these plans

3.14

Information Management


2008/09 Q1

3.14.1

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

3.15

Health Warning!

3.15.1

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




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4

External environment

4.1

Vision

4.1.1

Citiz
en expectations


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

Citizens in their communities will expect the Council to provide help
for communities in
using technology for administration, and in order to publicise themselves and their activities.

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

4.1.2

Government policy

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

The Government published a set of e
-
Government Priority Outcomes
(
www
.localegov.gov.uk/en/1/priorityoutcomes.html
) for local authorities to be achieved by
31
st

December 2005 (29 ‘required outcomes’, to be delivered online) and 1
st

April 2006 (25
‘good outcomes’, where individual Local Authorities could choose the delivery
method).
This work should now be nearing completion. In addition, the government have produced
further policy documents including Transformational Government and the Local
Government Response to Transformational Government in which it states…….


‘We belie
ve that local government has a particularly important part to play in shaping
local public services on behalf of communities. Although no single organisation can
deliver everything on its own, local authorities are in many ways ideally placed to
articulate

local needs and to offer local leadership (as documents such as the Local
Government Association’s The Future is Local have argued) because they are:



Democratically elected, accountable and visible



Connected to place and local people’s needs and aspiratio
ns



Endowed with powers to promote community well
-
being



Used to balancing competing priorities for their areas and brokering local
partnerships



Already responsible for a high proportion of all government interactions with
citizens



Demonstrating a good (and
improving) track record of delivering services on
the ground’

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4.1.3

The following emerging technologies are currently recognised as having potential to
change the Council’s ICT strategy:



Universal broadband and wireless communications


enabling mobile working
and
working from home;



Digital TV


providing an alternative electronic channel to those homes without PCs



Video conferencing


further enabling mobile and home working and providing
another method of communicating with citizens, suppliers and other stake
holders;



Smart Cards


providing citizens with proof of identity and ability to use both
Council and other local services (e.g. transport);



Biometrics

t
hree out of four members of the UK public say they are in favour of
wider biometrics usage to enhance
their security. This is according to the recent
Biometrics in Britain Study 2006, from document and identity security specialists
TSSI Systems



becoming widely used in the finance sector for security and access
purposes. Also being trialled in a Scottish
school, using palm vein recognition for
charging for school meals.



Mobile telephony


including 3G and GPRS



Using SMS and other mobile technology to communicate and consult with citizens

4.2

Current position

4.2.1

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

4.2.2

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

4.2.3

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

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4.2.4

Lincolnshire County Council has started the implementation of their Resilient Ring (RR)
project. This is a very high capacit
y Wide Area Network (WAN) supplied by BT with a
capacity of a 2GB channel and the ability to add an extra 31 x 2GB channels. This will
provide the ability to reduce long distance communications costs via leased lines and enable
the replacement of the point

to point DSL links to remote sites including the crematorium,
the Haven, and the high speed link (LES10) to the Fen Road Depot. The Resilient Ring
project will also provide the potential for shared services including: data centres and contact
centres; di
saster recovery; and centralised support. Following agreement on common
architecture and connection to the ring, this could enable shared Internet provision. The RR
is scheduled to be available in spring 2007 and will have 10 points of presence throughout
Lincolnshire. The East Midlands Broadband Consortium (EMBC) provides broadband
connections to schools through 13 points of presence. Both the RR and the EMBC solutions
are based in the BT exchanges. It is highly likely that both will be merged in the futur
e. The
charging structure for access and use of the RR is uncertain at the moment, however initial
indications are that individual authorities will be expected to fund the access circuits to the
RR and use of the shared ring could be free.

Cornwell Manage
ment Consultants plc
has been commissioned by the PSWG to produce a
report on the options for members of the group for ICT Disaster Recovery (DR). Their
report is due to be delivered
early 2007.

Options being considered include the use of the
Resilient Rin
g for Disaster Recovery.

4.2.5

The Lincolnshire Research Observatory (LRO)
www.research
-
lincs.org.uk

is a
partnership of organisations across the County who aim to share and improve access to
quality information
across Lincolnshire. There is a possibility of being able to implement a
shared GIS and GIS data exchange for the County who use the same GIS product as
Boston, MapInfo. The prime objectives of the LRO are to:
-



act as a single point of reference for inform
ation on the County;



improve the availability and use of this information;



raise levels of expertise and capacity amongst partners;



reduce the duplication of effort and research fatigue;



provide a seamless approach to data provision.

4.2.6

The Shared IT Support
work stream of the PSWG has, in addition to Shared Disaster
Recovery and the sharing of IT skills, implemented out of hours support for Councillors IT.
This service is provided to districts at a low cost by HBS, the strategic partner of
Lincolnshire County

Council (LCC) with the current year’s costs being funded by grant
funding.

4.2.7

The PSWG are also running with a number of other projects related to e
-
government
including:



The implementation of a Lincolnshire wide procurement card (with partners
including the

Police, NHS and Lincoln University). This scheme may be extended to
other partners including, for example, the Welland partnership and North East
Lincolnshire. This project is funded by the East Midlands Regional Centre of
Excellence (EMRCoE)



Smart Card p
ilot implementation for leisure and libraries between East Lindsey
District Council (ELDC) and LCC.



Succession planning for LincUp (the Lincolnshire Portal).

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4.2.8

The council recognises the Government Connects project as being important in the
future for the c
ouncil. Indications are that the council will be required to use this channel to
submit government returns, paper returns will no longer be permissible, as well as using it as
a secure link for the transmission of sensitive data. Boston has previously sent

a letter of
intent to central government together with other members of PSWG. The partnership is
currently in discussion with the Government Connects project with regard to pricing
structure and implementation offers.

4.2.9

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




Customer Relationship Management (CRM)




Mobile Working (Project NOMAD)




Planning and Regulatory Services (PARSOL)




Enterprise Workflow




Council Tax and Business Rates Evaluation (Valuebill)




Local Authority Websites (LAWs)


See
www.localegovnp.org

for further information on the National Projects.


4.3

Getting there

4.3.1

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

4.3.2

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

4.3.3

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

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Borough Council

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4.3.4

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

4.3.5

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

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




P (promotional)


to be removed for the 2007 edition of Better Connected.



C (content)



C+ (content plus)
-

equates to a website that provide very useful conten
t and
advanced online self
-
service features



T (transactional)



E (excellent)


to be introduced for the 2007 edition of Better Connected. The
website will have to be ranked as transactional but will also be effective, efficient and
engaging






















External Environment
-

Key Issues




Consider joint procurement and shared service provision for CRM and EDRMS
with the LSSP



Install ICT systems in interview rooms.



Understand what LSSP proposals mean for Boston and identify the benefits for
the council before signing up to each development.



Maximise the benefits to be gained from the e
-
government investments



Moni
tor progress of National Projects and identify any appropriate benefits for
Boston



Include external stakeholders in re
-
development of website



Improve Better Connected rating.

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5

Strategies and Policies

5.1

Vision

All the strategies and policies of the Council should complement and support one another.
They should be live documents that are understood by all levels of the organisation and are
regularly reviewed and revised. All
strategies and policies should include consideration to
funding, personnel and ICT issues, which should be developed by seeking expert advice
from the council’s service providers.

5.1.1

Community Strategy

The Community Strategy should detail the priorities and o
bjectives for the next five years
to
continually improve the environment

based on local needs and
economy in the Borough for
all its residents, visitors and businesses

community aspirations. The Local Government Act
2000 places a duty on all local authorit
ies and their partners to produce a Community
Strategy to improve the economic, social and environmental well
-
being of their area.

5.1.2

Corporate

Plan


The Council’s Corporate Plan, 2004 to 2009, contains seven priorities and 24 objectives that
align very close
ly to the Community Strategy. One of the objectives, under “A Listening and
Improving Place”, is to provide quality services that can be accessed easily. The Plan was
reviewed in February 2006, leading to a focus on a smaller number of priorities for
impro
vement in the short
-
term.

5.1.3

Customer

Services

and

Access

Strategy

The Customer Services and Access Strategy should outline the various access channels
promoted by the Council to disseminate information and deliver services. A key factor to
this is to ensure
that regardless of the channel used the citizen will receive the same excellent
level of service and a consistency of current, relevant information.

5.1.4

Communications

Strategy


The Communications Strategy should detail the communication channels to be used by

the
council to promote its services and how it will communicate with members of the public, the
press and general publicity.

5.1.5

Information

Management

Strategy

The Council should adopt principles for managing information systematically and robustly,
and maki
ng it readily available to those who need it (subject to compliance with legislation
relating to information security and information
-
handling generally).

5.1.6

ICT

Security

Policy

Information and supporting technologies are a key resource to any organisation. T
he Council
should ensure that the ICT Security Policy is robust and is as a minimum working towards
the principles of ISO17799, The Code of Practice for Information Security Management.
There is a responsibility on the Council to be able to demonstrate th
at the information about
its customers and the systems that it is held on is secure and robust and is only used for the
reasons agreed. There will come a stage where partners and third party suppliers may not
work with Boston if the council is not seen to
be working in this direction e.g. Government
Connects’ Code of Connection (CoCo).

5.2

Current position

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Borough Council

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5.2.1

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

5.2.2

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

5.2.3

The Council’s recently adopted Communications Strategy 2006
-

2009 has an objective
to improve the website. This has been strongly highlighted during the workshop
s.

5.2.4

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

5.2.5

The Records Management Strategy, which includes retention guidelines, was adopted in
November 2004 and should therefore be considered for revision.

5.2.6

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

5.2.7

The Counc
il current ICT Security Policy is now outdated and is being reviewed in
consultation with the Council’s Lincolnshire partners. Socitm Consulting has provided a case
study for information on information security awareness as a separate document.

5.2.8

In the Perf
ormance Improvement Plan 2006
-
2007
, 7
,

seven priority areas for
improvement have been identified. The seventh is to provide quality, customer focused
services for
which

ICT which is a key enabler.

5.2.9

The Borough Council, via the Local Strategic Partnership, w
ill be assisting Lincolnshire
County Council with accessibility planning. Accessibility planning in Lincolnshire focuses on
promoting social inclusion by tackling the accessibility problems experienced by those living
in a rural county. There will be a spe
cific focus on improving access to those services, which
have the greatest impact on life opportunities


jobs, health care, learning and food shops


along with other key service centres such as post offices, leisure services and libraries.

5.2.10

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


"To create an environment where people from all ages, backgrounds and cultures value and
respect each other,

are provided with similar life opportunities and can play a full part in
building a prosperous economy and flourishing community"

5.2.11

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

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5.2.12


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


5.3

Getting there

5.3.1

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

5.3.2

All strategies, including the ICT Strategy, should be c
onsidered to be ‘live’ documents
that are regularly reviewed and promoted. They should be written in such a way as to be
easily updated and the process for their adoption to be thorough but rapid, all updates being
published to staff and members immediatel
y after adoption.

5.3.3

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

5.3.4

The ICT Security Policy should be reviewed as a matter of urgency and should adhere
to current best practice including the principles of ISO17799 that draws

attention to the
need for all employees and members to receive awareness training. ICT and HR should have
a joint responsibility for ensuring that it is enforced through spot checks, education and
terms and conditions of employment.











Strategies and Policies

-

Key Issues




All corporate and service strategies shoul
d be linked and compliment each other.



All strategies should be ‘live’ documents, being regularly reviewed and updated.



The council should formulate, adopt, implement and maintain an Information
Management Strategy, review the Data Protection policy and as
sociated
procedures and decide where the responsibility of Information Management
should be.



The ICT Security Policy should be reviewed in the full context of ISO17799 as a
matter of urgency and enforced. All staff and members should receive awareness
trai
ning.

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Borough Council

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6

Governance

for ICT

6.1

Vision

6.1.1

ICT investment

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

6.1.2

ICT policies

There should be a c
ogent and coherent set of ICT policies covering:



Security and confidentiality;



Access to and use of ICT services;



Information sharing;



ICT skills that the Council’s workforce need;



Project management.

6.1.3

Organisation of ICT function

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

6.1.4

Risk management


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

6.1.5

Prioritisation process

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

6.1.6

Business continuity

The business continuity of Council services (which is the prime responsibility of the relevant
Heads of Service) should be supported by service level guarantees. Given the similar nature
of business continuity provisions, there should

be a co
-
ordinated approach to alternative ICT
service delivery routes and methods, and to ICT disaster planning.

6.2

Current position

6.2.1

Sustainable investment for ICT is crucial to balancing the annual budget. Whilst capital
funding can be used to kick start pr
ojects, for example IEG funding, there is always a
funding requirement for ongoing support, maintenance and upgrading. Boston have a
particularly difficult financial position to deal with over the next few years, so spend on ICT
must be able to demonstrate

benefits either of cost or improvement in service delivery.

Boston

Borough Council

ICT STRATEGY




Boston

Bo
rough Council



Document status: Draft

ICT Strategy


10.01.2007


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6.2.2

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

6.2.3

Since the council requires an updated annual ICT work programme it is currently unable
to prioritise work, or assess the associated risks. A standard project management
methodology has been i
ntroduced to the Council and its use is being actively promoted
within the council. Previously projects have not being managed consistently, since a variety
of project management methodologies have been used in the past.

6.3

Getting there

6.3.1

ICT Governance needs
to cover:



ICT Strategy review



Forward planning and research into use of ICT within Boston Borough Council



Accountabilities, standards, policies and guidelines on the use of ICT



Priorities and resources



Work programme formulation and monitoring



Risk manag
ement



Business Continuity of ICT services



Co
-
ordination (including of training), dissemination of good practice



Monitoring of ICT service delivery performance, security, quality and best value



Oversight of (relevant) applications acting as corporate clien
t including Financials &
HR; asset management; Performance and Risk Management, GIS; LLPG; CRM;
EDRMS; e
-
mail; Intranet.



ICT Infrastructure client role: ICT architecture; ICT security; integration of
corporate and departmental systems; disaster recovery an
d back
-
ups; corporate
networks; desktop services



Management and support of departmental applications



ICT procurement

6.3.2

The Council will review how this is to be achieved, perhaps as a function of an ICT
working Group.

6.3.3

The suggested brief for such a group wo
uld be:



To undertake the ICT Governance role



To provide a forum for presentations to keep the Council updated on the benefits
and level of appropriateness for Boston of emerging technologies



To provide input and coordination of ICT requirements to be inclu
ded within the
Council’s Service Development Plans to enable the delivery of those plans



To formulate and monitor the annual ICT work programme



To agree deviation from the programme should unexpected urgent requirements
occur during the year so that the gr
oup understands the associated implications and
risks.

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Borough Council

ICT STRATEGY




Boston

Bo
rough Council



Document status: Draft

ICT Strategy


10.01.2007


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6.3.4

Membership of the group should be:



A ‘super user’ or other suitable representative from each service of the Council with
the ability to appreciate the corporate implications



A Councillor to represent
the Members


perhaps the portfolio holder



The Head of ICT will represent ICT



Any relevant members of the ICT or other service areas for specific issues as
required


It may take some time for the group to have the right dynamic and composition. The key
r
equirements should be enthusiasm, authority to contribute to decisions, an understanding of
the corporate implications and risks of ICT and a thorough understanding of the represented
service.

The ICT Working Group should report into the Corporate Manageme
nt Board after every
meeting. It should also report into the Audit and Governance Committee giving progress on
the delivery of the agreed annual ICT work programme and ICT Strategy.

6.3.5

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

6.3.6

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

6.3.7

Robust business continuity and disaster recovery in ICT is fundamental to the delivery
of the council’s services given the dependence of the services on ICT to be able to deliver
services to the public. ICT should have a

comprehensive disaster recovery plan to cover all
communications, network infrastructure, systems and data for the council. This plan should
be rehearsed on a regular basis and the plan modified as systems change and lessons are
learnt. These plans shoul
d be developed and maintained in conjunction with the business
continuity plans of the council’s services.

6.3.8

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

6.3.9

ICT has

taken advantage of the funding provided through the e
-
government
programme. Most of this funding would have been treated as capital. However, there is
always an ongoing maintenance and support element of any ICT project that is usually
treated as revenue.

Ensuring that once the project has been implemented that it is financially
sustainable is an important part of any solutions evaluation.

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Borough Council

ICT STRATEGY




Boston

Bo
rough Council



Document status: Draft

ICT Strategy


10.01.2007


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Governance for ICT
-

Key Issues




Set up an ICT working group responsible for ICT Governance



Write a comprehensive ICT disaster recovery plan to meet the business needs
that is tested and updated on a regular basis.



Ensure that all service business co
ntinuity plans include plans for ICT provision
in the event of a disaster.



Ensure that all funding for ICT is sustainable.



Identify external funding opportunities.

Boston

Borough Council

ICT STRATEGY




Boston

Bo
rough Council



Document status: Draft

ICT Strategy


10.01.2007


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7

ICT Service Planning

7.1

Vision

7.1.1

Development plan

A comprehensive

managed, prioritised programme that is co
-
ordinat
ed between corporate
and departmental projects in line with departmental ICT strategies.

7.1.2

Investment plans

External funding and other procurement routes should be proactively sought.

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

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

The sustainability, stability and performance of the Council’s ICT infrastructure should be
ensu
red through capacity planning and lifecycle planning.

7.1.3

Skills plans

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

7.1.4

Programme and project management