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Annex 1

Transformation through Technology

Information and Communications Technology (ICT)

A Strategy and Three-Year Plan for March 2012 to March 2015

Version: Final06 March 2012 (PK)

Transformation through Technology 06/03/2012ICT Strategy 2012 - 2015

1. INTRODUCTION............................................................................................................. 5

2. KEY AIMS OF THIS STRATEGY.........................................................................................7

3. VISION AND PURPOSE STATEMENT...............................................................................8

4. WHAT WAS ACHIEVED BY THE LAST STRATEGY?..........................................................10

5. DIFFERENT WAYS OF WORKING...................................................................................14

6. IT VALUE FOR MONEY.................................................................................................16

7. TECHNOLOGIES TO TRANSFORM SERVICES..................................................................17

8. IT SUPPORT FOR TRANSFORMATION...........................................................................22

9. MEASURING THE SERVICE AND SERVICE IMPROVEMENT TARGETS...............................24

10. HOW WE WILL GET THERE - PHASED APPROACH TO THIS STRATEGY........................26

11. GOVERNANCE ARRANGEMENTS..............................................................................27

APPENDIX 1 – WORK-PLAN FOR THE FIRST 18 MONTHS.......................................................28

APPENDIX 2 - THE COUNCILS PRIORITIES AND MEDIUM TERM OBJECTIVES..........................35

APPENDIX 3 - TECHNICAL INFRASTRUCTURE AND SPECIFICATION........................................37

APPENDIX 4 – INVENTORY OF MAJOR SYSTEMS...................................................................42

Appendix 5 – Glossary of terms..................................................................................................47

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Bracknell Forest ICT Strategy – Executive Summary

This strategy, covering the period from 2012 to 2015, is firmly linked to the Council’s key challenges and objectives and is designed to support the transformation required to deliver those objectives. The overarching purpose of the strategy is to support the organisation to deliver the most effective service in the most efficient way.

The key aims of the strategy are:

To support the Council's approach to different ways of working

To ensure that the ICT Services offer excellent value for money

To explore and implement technologies which will assist the Council to transform its services

To deliver a Service which supports and maintains ICT and works as a partner with other Services to deliver transformation

The strategy builds on the achievements of the last strategy which featured in particular a series of improvements to infrastructure and security to support the regeneration of the town centre and the moves to new ways of working. The previous strategy also included measures to increase the skills and professionalism of ICT staff; this is taken further in the new strategy which looks to develop the ICT team so that, as well as offering excellent ICT support, it increases its value as a partner in the Council’s transformation journey.

The strategy has four key themes; each linked with one or more of the Council’s Medium term Objectives.

Different Ways of Working supports the Council’s objective to ‘Regenerate Bracknell Town Centre’ and includes flexible and mobile working, new desktop technologies and supporting the use of self-owned technology.

Value for Money links directly with the Council’s objective to be ‘efficient, open, transparent and easy to access by ensuring services make efficient use of ICT and implementing a series of measures to reduce expenditure. This strategy will contribute to this objective by looking to improve management of expenditure and use of resources.

Equally Technologies to transform services links with the same objective and this theme shows how the strategy will enable service departments to transform. This section describes areas critical to the Council’s citizen focus including improved customer access and channel shift and improved networking and security to support partnership working, including reference to the new public health responsibilities which may bring increased joint working. This theme also looks ahead to future technologies which can help reduce the cost of ownership of ICT, including Cloud computing.

Finally IT support for transformation describes how the strategy will help the ICT service improve and streamline and become a change enabler for the Council.

The work plan underpinning this strategy is structure in two phases; phase 1, the first 18 months, is focussed particularly on supporting the accommodation strategy. During this period the detailed plan for the period post September 2013 will be

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developed for approval by the ICT Steering Group which will monitor the progress of this strategy.

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1. INTRODUCTION

Bracknell Forest Story of Place

1.1. Bracknell Forest lies 28 miles west of London, at the heart of the Thames Valley and within the county of Berkshire. Our economy is of above average size and productivity compared to the county and nationally. Good access links, a well educated labour force and the quality of the environment are key attractors to the companies that have and continue to locate here, including a number of multi-national organisations such as HP, Dell, Cable & Wireless, Siemens, BMW, Waitrose and a number of other major IT companies. The Borough has experienced some of the highest population growth rates in the country leading to pressures on housing, infrastructure, services and the Borough’s environmental assets including sites designated as being important for nature conservation at an international, national and local level.

1.2. When describing Bracknell Forest, it is very easy to look at the bigger picture and to paint a positive view of life in the Borough. To most this is a pretty accurate reflection, however it is important to remember that individual lives and experiences are what matter most. It is important that a high quality of life in the Borough is available to everyone, and so those who deliver public services must remain responsive to changing needs and continually strive to improve.

A Thriving Population

1.3. The Borough’s population is 116,500 (mid-year 2010 estimate). Between 1991 and 2001, this grew twice as fast as the average for South East England (14% compared to 7%). The population growth rate has slowed from this since 2001 whereas the demand for increased number of households causes pressure for more housing. The population is relatively young (median age 37.9 years compared to England 39.5 years). Only 14.7% of the population is of pensionable age, compared to 19.3% nationally, although this is expected to grow.

1.4. Bracknell Forest residents are generally well-educated, with a higher-than-average proportion qualified to NVQ Level Four and above. However, in parts of the Borough, particularly Bracknell Forest town wards, attitudes to learning are sometimes less positive. This is where we have focused our work with parents and carers to support their children's learning.

The Council's website has the highest level of use to access services and information of any unitary in the country. 44% of residents make use of it. The general population is generally young and very IT literate and expect high levels of service. Almost 80% of households currently have broadband access.

1.5. Today, the Borough is administered by Bracknell Forest Council, a unitary Authority, whose services are divided between four directorates:

Corporate Services

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Children, Young People and Learning

Environment, Culture and Communities

Adult Social Care and Health

1.6. Bracknell Forest Council is an organisation of 4,500 people and £150m annual turnover, including the Local Education Authority (LEA). In local Authority terms the Council is a relatively small unitary which presents a number of challenges.

Challenges

1.7. The Council currently faces a significant financial challenge over the period covered by this strategy. In December 2011 the Council agreed a challenging programme for the next three years to support a new set of medium term objectives to provide focus and direct resources over the period 2011-2015. (Appendix 2). However to achieve these objectives with the current financial constraints and the Comprehensive Spending Review (CSR) 2010 the Council will need to consider collaborative working and transforming organisational structures to build capacity or entering into partnerships with other local authorities, the public and private sector to reduce costs and improve efficiency.

1.8. The Council has recognised the need to work in partnership with the private sector where appropriate to improve and increase service delivery, whilst at the same time recognising that public sector bodies have a wide and varied skills base. Subsequently there has been an increase in the number of partnership arrangements being created between the private and public sector and indeed between different public sector bodies. The Council has stated it works in partnership with many local authorities on specific initiatives and has expressed interest to work more in partnership with the neighbouring authorities and there are clearly opportunities to do this through areas such as Commissioning.

1.9. To achieve the immediate financial targets for 2012/13 the organisation has established a new blueprint for the organisation that includes a number of organisation wide strategic projects alongside the more specific efficiency savings that each directorate has been successful in implementing.

1.10. The Council will need to adopt the principle of more consolidated working if it is to effectively respond to these pressures, maintain service provision, grow and keep outcomes effective for service users and residents of the Borough.

1.11. Over the next few years the Council will be subject to significant challenges and changes through the requirement to meet the budget shortfall through a more comprehensive efficiency programme and the forthcoming Town Centre regeneration and move from three town centre buildings to two.

1.12. Bracknell Forest Council is now approaching a period of great change. We are about to embark on a very exciting period of development in the town centre that will involve all departments, and are doing so in a climate that is challenging financially.

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Councils Priorities and Medium Term Objectives

1.13. The Council’s over-arching priorities for 2011 to 2015 are:

Priority One: A town centre fit for the 21st CenturyPriority Two: Protecting and enhancing our environmentPriority Three: Promoting health and achievementPriority Four: Create a borough where people are safe and feel safePriority Five: Sustain economic prosperityPriority Six: Value for money

1.14. The Council’s Medium Term Objectives are:

1) Regenerate Bracknell Town Centre2) Protect communities by strong planning policies3) Keep Bracknell Forest clean and green4) Support our younger residents to maximise their potential5) Work with schools and partners to educate and develop our

children, young people and adults as lifelong learners6) Support opportunities for health and well being 7) Support our older and vulnerable residents8) Work with the Police and other partners to ensure Bracknell Forest

remains a safe place9) Sustain the economic prosperity of the Borough10) Encourage the provision of a range of appropriate housing11) Work with our communities and partners to be efficient, open,

transparent and easy to access and to deliver value for money.

A more detailed description is attached as Appendix 2.

2. KEY AIMS OF THIS STRATEGY

The overarching purpose of the strategy is to support the organisation to deliver the most effective service in the most efficient way.

2.1. The key aims of this strategy are:

To support the Council's approach to different ways of working.

To ensure that the ICT Services offer excellent value for money.

To explore and implement technologies which will assist the Council to transform its services.

To deliver a Service which supports and maintains ICT and works as a partner with other Services to deliver transformation.

2.2. The purpose of this document is:

To communicate the vision and purpose statement for the ICT Services.

To explain the Service’s ambitions for the future.

To outline the key priorities for the ICT Service.

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To summarise feedback collected by the Service and explain how it has contributed to this strategy.

The strategy includes a detailed work plan (Appendix 1) for the first 18 months linked closely with the Council's Accommodation Strategy. During that period we will be working up a work plan for the remaining period from mid 2013 onwards.

2.3. This strategy supports every other strategy in the Council, and has particular links to:

Corporate Strategy/MTOs - http://www.bracknell-forest.gov.uk/medium-term-objectives-2010-to-2011.pdf

Directorate Business Plans/Strategies

The Customer Contact Strategy - http://www.bracknell-forest.gov.uk/customer-contact-strategy-2011-to-2014.pdf

Channel Strategy (In development)

Information Management Strategy - http://boris.bracknell-forest.gov.uk/information-management-strategy.pdf

The Office Accommodation Strategy - http://boris.bracknell-forest.gov.uk/accommodation-strategy-report-2.pdf

Procurement Strategy – http://boris.bracknell-forest.gov.uk/corporate-services/finance/procurement/procurement-guidance/procurement-strategy-2.htm

Risk Management Strategy and Register – http://boris.bracknell-forest.gov.uk/risk-management-strategy-2011-12.pdf

Health and Well-being Strategy - http://www.bracknell-forest.gov.uk/health-and-wellbeing-strategy.pdf

3. VISION AND PURPOSE STATEMENT

Currently ICT services are delivered through a partnership; corporate ICT providing support for the infrastructure and corporate strategic direction and devolved teams providing local expertise in line of business systems. The Chief Officer: Information Systems also has a professional line management responsibility for staff in the directorates. There are 36 staff in Corporate ICT who also act as the local ICT team for Corporate Services. There are a further 20 staff across the other directorates. This is a model that to date has served the Authority well.

3.1. Our vision for ICT Services is that we have:

ICT staff who:

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http://www.bracknell-forest.gov.uk/health-and-wellbeing-strategy.pdf

http://www.bracknell-forest.gov.uk/health-and-wellbeing-strategy.pdf

http://boris.bracknell-forest.gov.uk/risk-management-strategy-2011-12.pdf

http://boris.bracknell-forest.gov.uk/risk-management-strategy-2011-12.pdf

http://boris.bracknell-forest.gov.uk/corporate-services/finance/procurement/procurement-guidance/procurement-strategy-2.htm

http://boris.bracknell-forest.gov.uk/corporate-services/finance/procurement/procurement-guidance/procurement-strategy-2.htm

http://boris.bracknell-forest.gov.uk/accommodation-strategy-report-2.pdf

http://boris.bracknell-forest.gov.uk/accommodation-strategy-report-2.pdf

http://boris.bracknell-forest.gov.uk/information-management-strategy.pdf

http://boris.bracknell-forest.gov.uk/information-management-strategy.pdf

http://www.bracknell-forest.gov.uk/customer-contact-strategy-2011-to-2014.pdf

http://www.bracknell-forest.gov.uk/customer-contact-strategy-2011-to-2014.pdf

http://www.bracknell-forest.gov.uk/medium-term-objectives-2010-to-2011.pdf

http://www.bracknell-forest.gov.uk/medium-term-objectives-2010-to-2011.pdf


Are ICT professionals and supported to continually develop.

Show proactive leadership in their areas of expertise.

Are empowered and motivated to provide added value services.

Are clear on their own and other roles and desire to work as a team.

Feel able to be confident and creative in serving their customers.

Are multi-skilled and display competencies that meet "The Skills Framework for the Information Age" (SFIA) 1 requirements.

A Service which:

Gives the right mix of consistent service delivery to support the Council's priorities.

Is ITIL2 compliant.

Is excellent value for money.

While providing quality maintenance is moving continuously to innovation.

Is consistently benchmarked against the top quartile in the Country.

Uses Prince 2 as a foundation for ICT project management.

Technology which:

Supports mobile and flexible working giving officers and members the ability to work wherever and whenever they wish according to business needs.

Encourages channel shift to online access methods for customers and staff.

Makes the best use of what we already have, consolidates and centralises infrastructure to ensure supportability and future maintenance.

Uses innovative methods such as cloud technology to provide value for money and future proofing.

1 SFIA is the skills matrix developed by the British Computer Society and is now being adopted by the industry internationally.

2 ITIL- ITIL is the most widely accepted approach to IT service management in the world. ITIL provides a cohesive set of best practice, drawn from the public and private sectors internationally.

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Supports partnership working by exploring initiatives designed to join up the public sector and avoid unnecessary duplication.

The ICT service aims to be a team which highlights opportunities to transform services and supports transformation objectives as well as offering excellent ICT support

3.2. Purpose statement

ICT Services exists to support all aspects of the Council's aims to serve the public with excellence and efficiency

We aim to bring leadership and direction in thought and action by providing proactive advice and services that are efficient, effective and value for money

We aim to be the employer of choice for ICT professionals in the area and, through our quality service and attitude, to add value and make a positive difference to the people in Bracknell Forest.

We aim to be both a change enabler and an agent to assist the Authority in its aims of service transformation.

4. WHAT WAS ACHIEVED BY THE LAST STRATEGY?

4.1. During the life of the last strategy there were a significant number of achievements which included:

Supporting Major initiatives:

A significant piece of work during the life of the strategy was the introduction of what is referred to as the Government Connect Code of connection. This generated a whole suite of work including:

Supporting the development of the Customer Relationship Management (CRM) system to encompass new services.

Major network upgrades and changes including replacement of main firewall.

Software and processes to ensure server patching is undertaken.

New security processes and policies including the appointment of an Information Security Officer, introduction of an Information Management Group, development of an Information Security Strategy and Information Classification Policy.

Encrypting of all laptops.

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New more secure methods of remotely accessing our systems using what’s referred to as Virtual Private Network (VPN) and encryption technology (BeCrypt).

Installation of new secure network cabinets in some sites.

Changes to Easthamstead Park Conference Centre IT to bring them under corporate policies.

Changes to the e-mail system. A new secure e-mail system was installed and is now being reviewed.

Installation of Computrace to every laptop to allow tracking and remote management.

New encrypted memory sticks being purchased and distributed.

Implementation of End Point Security so preventing unauthorised equipment being connected to our network.

Ensuring ICT meets the requirements of the Council

A major undertaking was to start the process of moving the Authority to Microsoft. This was achieved by entering into an Enterprise Agreement (EA) for a number of Microsoft products. This included MS Office and what are referred to as the associated personal productivity tools, including MS Outlook. An EA is entered into for a minimum of three years and this came to an end in June 2011. As an organisation we have the right in perpetuity to use any software released by Microsoft during the life of the EA. The first task that was undertaken was to upgrade Microsoft Office to the 2003 version and later this year we are hoping move to Office 2010, currently the latest version of the product. This gives the Authority a good platform based on modern industry standard technology on which to build and move forward. It has allowed for easier integration between line of business systems and e-mail, which is now industry standard and resulted in less cost.

A more obvious and substantial change was the migration from GroupWise to MS Outlook 2010, which began in autumn 2010 and was completed in January last year. It was decided to go to the latest version of the product to allow staff to become familiar with the new Microsoft user interface before upgrading the office products. The next stage is to complete the transition to Microsoft which will allow the deployment of other technologies, such as collaborative working systems etc, and allow us to begin a transition to Single Sign-on which saves users time. This has resulted in much easier integration between line-of-business systems and MS Office products, saving time and effort.

Free wireless was installed at Edgebarrow Sports Centre, Downshire Golf Course, Easthampstead Park Conference Centre and the town centre library which has led to contracts with the BBC and increased facilities for the public.

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The Agresso financial systems platform was moved from Sun to Windows and more recently from Oracles database management system to SQL (Microsoft’s equivalent), simplifying the infrastructure and reducing costs. This has also allowed us to look critically at and improve our business processes around certain aspects of our financial processes, such as debt collection therefore being more efficient.

The Authority went live with Tell Us Once notification system for citizens to use a single point of contact (SPOC) for notifying deaths to multiple government agencies and this has been well received by members of the public.

New Choice Based Letting system was introduced. The Housing team took an innovative step in making the web the primary method of accessing the service, which considering the demographic of the customers, was brave but has proved very popular. This has simplified the process and made it more efficient and transparent.

New Supporting People Application went live which has automated and simplified the exchange of information with service providers.

A new Revenues and Benefits system was purchased and installed on time and below budget following the supplier withdrawing support for the original product. The opportunity has also been taken to improve business process.

Replacement of the Automatic Call Distribution system allowed for the introduction of satellite customer telephone centres in certain specialised and sensitive areas such as Adult Social Care, Benefits, Housing options, Children’s Social Care, and Revenue Services and has resulted in an additional 51 contact staff points in these areas. This has meant better monitoring of these sensitive calls and analysis to improve future service response.

A major review of working styles was undertaken with a specialist government sponsored consultancy, Nomad, and a number of teams including under 11's adopted these. These working styles are being reviewed to support the new accommodation model, in order to use accommodation more efficiently.

Development of BORIS Alerts and Incident Management systems within the existing customer relationship management (CRM) system were seen as innovative and resulted in interest from other authorities.

Increasing the skills and professionalism of ICT staff:

The ICT department joined the Society of Information Technology Management (Socitm) benchmarking clubs for ICT services and customer satisfaction. The results from these exercises and other services-related statistics are set out in more detail in section 9 of this report. Benchmarking results were very good and for user

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satisfaction Bracknell Forest gained the highest ever results of any English Unitary.

Supporting Council restructuring for efficiency:

A printer rationalisation project resulted in the removal of over 100 printers and reduced cost by approximately £20,000 p.a. and CO2 reductions.

A redesign and tendering of the wide area network (WAN) resulting in much greater use of wireless communications resulting in approximately £60,000 p.a. savings to the Authority.

Data Centre cold aisle containment system was installed saving £7,000 per year in power costs. The data centre is still the only public sector data centre in the country that meets the EU standard at participant level.

90% of our applications were moved from physical servers to what are referred to as a virtual server environment using VMWare, saving an estimated £40,000 p.a. in power.

New digital phone systems were installed at Easthampstead Park Conference and Education Centres, Edgbarrow Sports Centre, The Alders Children’s Centre, Ladybank/Bridgewell, New Hope, Coral Reef and all town centre sites, resulting in further savings.

The Leisure Centre and Easthampstead Park Conference Centre were brought onto the corporate network releasing a cost saving.

Other Projects

A large number of new or upgraded systems were introduced to ensure that services were using the most up to date and efficient software. These included:

New Legal System IKEN installed

New electronic document and records management system (EDRMS) installed

New Children's system installed

New Adults Social Care system installed

New Home to Schools Transport system went live

Upgrade to the Fleet Management system which was integrated with the transport system

New automated bank payment system (BACS)

New Blackberry e-mail management system(BES)

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New Registrars system

New education reporting system

New Planning public access system

New cheque printing system

New crime and disorder (Cadis) system

New geographic information/mapping system (GIS) system

New Performance management system (Paris)

4.2. This work was undertaken within the current resources and was undertaken by Corporate ICT in partnership with colleagues in the devolved teams. This list does not include all software upgrades, personal hardware refresh, dealing with incidents such as flooding at the depot or fourth floor Time Square or supporting Time Square refurbishment work; these all required considerable deployment of ICT resources.

4.3. During the last 4 years there has also been a marked increase in the use of e-mail and the web. The Authority still has the greatest use of its site for access to information and services of any unitary in the country, most recently at 44%.

4.4 Over the last 4 years there has been a reduction in cost of Corporate ICT of £600,000. This is in addition to other efficiencies identified.

5. DIFFERENT WAYS OF WORKING

5.1. The first aim of this strategy is to support the Council's approach to different ways of working. This includes the achievement of Medium Term Objective (1) ‘Regenerate Bracknell Town Centre’ by supporting the success of the Accommodation Strategy to rationalise the number of buildings used by the Council.

5.2. Flexible and mobile working

Our ambition is to support staff as best we can to work in the way that most suits their role. With the current move to 10 staff to 9 desks as part of the accommodation strategy that means making sure we have the technology to support elements of flexible and mobile working. This technology includes:

Supporting the use of self-owned technology. Updating our portal technology. Extending EDRMS. Implementing technology which supports staff working. Supporting staff and Members in the use of mobile technology,

including video conferencing.

5.3. Supporting the use of self-owned technology

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As technology advances a key question asked of the ICT service is "Why can’t I use my own equipment, it’s better than what’s provided at work". The answer is no reason at all other than information security. Technologies are emerging that will allow staff and elected Members to ‘Bring Your Own Device’ (BYOD). The advantage from the staff and Member perspective is the convenience of carrying only one device, and that device being one of their choices. The advantage for the Authority is one of reduced cost. Clearly there will still be those who need to access sensitive or restricted information and these staff will still require equipment provided by the Authority with suitable security measures in place. BYOD is a way forward but we will need to analyse the security risks and understand the limitations of such a strategy.

Allowing use of personal equipment also requires ensuring that public wireless access is available in our main buildings to support remote access to e-mail etc. Work on this has begun and pilots have been well received, and it is intended to begin the implementation in the autumn of 2012.

5.4. Extending EDRMS

A real barrier to mobile and flexible working is normally one of access to server-based records and documents. A key theme for this strategy will therefore be the adoption of a corporate approach to document management which is electronically based. As well as supporting the accommodation strategy and helping to reduce the need for physical storage it is clearly a key enabler for staff wishing to work in a more peripatetic manner. A key example of this is a project to make licensing records electronic in Environment Culture & Communities.

5.5. Desktop technology

Earlier this year the Authority stepped back from deploying what is referred to as a thin client desktop solution. This was based on a reassessment of the business case at the time. Once we have fully migrated to Microsoft, newer desktop technology has been deployed and printing and storage issues resolved, this is something that should be re-assessed. To that end, desktop equipment that will be deployed in the early life of this strategy will be capable of redeployment as thin client devices, if appropriate.

5.6. Supporting Staff

Supporting staff is, and will remain, a critical part of our service but we need to be realistic about the levels of support we can achieve at the moment. With more flexible working, priorities may change – for instance web services over the weekend may become a priority. As part of this strategy we will review staff awareness of what is achievable within current resources and find out what they feel is needed to ensure that our service is focussed on their priorities and we can either provide directly, or source, the support they need.

5.7. Supporting Members

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Members are a key customer group and have quite specific support requirements. Their hours of operation are after 5.30pm and at week-ends, while staff and support services are currently 9am - 5.30pm Monday to Friday. As we review the use of personal equipment it is clear that while not supporting the hardware it will be necessary to better support the connection to the corporate network. It will also be necessary to explore how out of hours support for Members might be provided. Work has already begun to look at how Members would like to access services. A project is under way to refresh hardware where appropriate or allow use of personal equipment if possible.

5.8. Other Key Projects

Our work programme (attached as Appendix 1) includes:

Our work on flexible and mobile working as described above Time Square re-cabling and refurbishment support Print strategy Secure email replacement Laptop and desktop refresh

6. IT VALUE FOR MONEY

6.1. Our second aim is to ensure that the ICT Services offers excellent value for money, supporting Bracknell Forest’s Medium Term Objective (11) ‘Work with our communities and partners to be efficient, open, transparent and easy to access’ are targets to:

Ensure services make efficient use of ICT technologies and other resources to drive down costs.

Implement a programme of economies to reduce expenditure.

Projects specifically aimed at adding value are listed under sections 2 in Appendix 1.

6.2. Category Management and rationalising resources

Category Management is a more strategic approach to procurement which looks at a whole category of spend across the Council, regardless of existing departmental structures. It aims to coordinate sourcing, supply and contract management in a more homogenous strategy balancing supply market influences and the Council’s wider objectives.

We are already working with the Procurement Team to highlight areas of highest IT spend which we will target for reduction over the life of this strategy.

Rationalising the number of applications in use across the Authority must be an aim, including ensuring that any new requirement is robustly challenged so that we are sure that the requirement cannot be supported by existing software and systems.

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During the life of this strategy the category strategy for ICT procurement will be developed. By doing so it is anticipated that the number of suppliers and the cost to the authority will be reduced. Certain aspects of ICT spend have already been centralised, most recently telecommunications. In all cases substantial savings have been achieved. We hope to continue this trend by implementation of the category structure for ICT. These include:

Ensuring that we are achieving best value from our partnerships with Northgate, BTInet and other key suppliers.

Always following our strategy of minimising customisation and where possible rationalising and reducing legacy systems.

Making use of open source software where this is appropriate and sustainable, to reduce licensing costs.

Seeking to have a consistent interface across all solutions.

6.3. Use of Cloud technologies

This is further discussed under ‘Future Technologies’ below. A recent report suggested that savings could be made in the following representative areas if Cloud technologies were utilised:

MS Office, E-mail back-end with Google Apps as well as replacing the on-line meeting functionality with Google Apps built in engine

Replacing Lagan, Agresso and Rebus with Acumatica

Significantly reducing the remote access cost by migrating users that require remote access as a priority

However it is important to note that cloud technology is at an early stage of development for use in public services and sustainable solutions may be several years away.

While this analysis is ongoing we have identified a number of areas for investigation; these include hosted back-up and disaster recovery services, managed phone services and on-demand access to servers..

7. TECHNOLOGIES TO TRANSFORM SERVICES

7.1. The third aim of this strategy is to explore and implement technologies which will assist the Council to transform its services. This supports Medium Term Objective 11 - Work with our communities and partners to be efficient, open, transparent and easy to access and to deliver value for money. Operational projects relating to this are listed under sections 3 in each of the work plans in Appendix 1.

7.2. Customer Access and Channel Shift

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Ensuring customer satisfaction and easy access to services is important to the Council. In addition it is key to Bracknell Forest’s ability to reduce costs that citizens be empowered to help themselves as much as possible. To that end this strategy must support the adoption of technologies and techniques to allow such self-service and to minimise the need for customer contact where possible. This is not just an exercise in shifting our costs by putting everything on the website. We are, through the Customer Contact Strategy, endeavouring to provide the choice of channels expected by our citizens today and ensure that we promote the best channel for each service. It is also important that whatever channel is used that information/service is consistent across all of them and unnecessary avoidable contact is reduced as much as possible.

To date the Customer Relationship Management (CRM) system and customer information contained within it has been seen as the domain of Customer Services and not in the wider context. It has greater value in informing the organisation of issues so allowing services to be better designed to meet the citizen’s need and allow such self-service as is appropriate. We need to ensure that the Customer Contact Strategy and the emerging Channel Strategy are strongly supported with the correct technology solutions. We need to be sure that "Customer first" is the watch word and that we prioritise work so it makes a difference/improves the service visibly to customers.

Access channels in the scope of this work include:

Face to face (at Council receptions or in the customer’s home).

Email.

Internet (including website, social media, internet kiosks, partner and commercial websites).

Digital TV.

Telephone, including automated telephone technology.

Mobile technology (including mobile website, SMS text messaging, apps).

Post.

In addition, new media and emerging technology will be considered to supplement or enhance the contact channels currently available.

The Council will wish to work towards having a single view of the customer across all functions, however, there will be difficulties in achieving this.

7.3. Public Service Network (PSN)

Bracknell Forest is part of the Unicorn initiative. This project is being led by Surrey County Council on behalf of a pan-Berkshire/Surrey group of public sector bodies including fire and police, which are currently tendering for a regional agreement that will allow participants to purchase

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data communication, telephone and local area network (LAN) services. This will be a Public Secure Network code of connection compliant service which will allow participants to more effectively share staff, buildings, information and services. One of the goals will be that wherever staff are in the region they should be able to go to a local Authority building and securely access that service they require. It will also allow better interaction with colleagues in Health as well as opening up greater opportunities for shared services initiatives etc. The contract is scheduled to be in place by the end of June 2012.

7.4. Partnership with NHS organisations

Adult Social Care & Health work in partnership with NHS organisations to deliver holistic services to adults with health and social care needs. Those NHS organisations are implementing the patient record system (RiO). In order to support appropriate practices in recording and accessing information, Bracknell Forest Council has used the GCSx connection to enable access to the NHS system (N3) and staff can now access RiO. Whilst this is a positive achievement, further work is required, in partnership with NHS organisations and other Berkshire LAs, to identify a solution that addresses the current issues of dual entry of information into two systems, and the associated risks and resource implications of this approach.

7.5. Codes of Connection

Currently the Authority is obliged to maintain two codes of connection, one for the government secure extranet (GCSX) and one for NHS secure network (N3). This is a substantial overhead. While the two codes are similar they use different language/terminology. The promise of PSN is that this will be resolved and inter-working will be enabled rather than blocked. Clearly this is dependent on the organisation having adequate steps in place to exploit the PSN once it is in place. We are reviewing our interpretation of the codes of connection to ensure we are meeting requirements while not making it difficult for people to do their job.

7.6. Public Health

The implications on ICT of the transfer of responsibility for health to local government are still to be defined. However this may be an opportunity to progress towards adopting a single view of an individual and reduce the record duplication described in paragraph 7.4 above.

7.7. Other projects which will be supported by ICT include:

Implementing pre-paid debit cards in Adult Social Care and upgrading the personal budget management system, Controcc.

Equipping new classrooms in maintained primary schools and development of new schools.

Working with service teams to improve their access to performance and business information.

Working with service teams to support the necessary sharing of data.

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7.8 Traffic Management Control Centre

This investigation is to look at moving the Traffic Management Control Centre from Reading Borough Council to Bracknell Forest. This would mean we would have control of our traffic signalling and will improve traffic flows in the Borough. This should also have a positive impact on our air quality monitoring areas as we experience fewer traffic jams. We believe this change may have the potential to generate savings.

7.9 Self-Service kiosks in Leisure

An investigation into installation of kiosks will concentrate on shortening queues in our leisure centres and freeing up reception staff for other things. They will also give our receptions a modern feel which should help our income remain at its current high level.

7.10 E+ Card Developments

Work continues to develop and extend the use of the E+ smartcard. This includes using the card as an electronic purse for Adult Social Care clients, investigating its potential to provide discounts to residents for parking charges and the possibility of its use for electronic authentication.

7.11 Automated Attendant

The introduction of this technology is aimed at freeing Customer Service staff to deal with service related calls rather than acting as telephone operators.

7.12 eRevenues and Benefits

The aim of introducing this technology is to allow greater self-service and self help for customers.

7,13 Electronic monitoring

Electronic monitoring for the Intermediate Care Team and external providers is being investigated. This would provide more accurate billing for the client and ensure visits had been carried out.

7.14 Our future infrastructure

Part of our vision is to continuously look at innovation and where it can assist Bracknell Forest to transform. We will be looking at a number of key areas, including:

Cloud Computing Infrastructure Virtual server environment

7.14.1 Cloud Computing

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Cloud computing is a concept that has as many definitions as there are people speaking on the subject. In essence it is what used to be referred to as hosted or bureau services. The ultimate cloud model would have organisations having no ICT infrastructure of their own but purchasing in an on demand type model and only paying for the services consumed. This is also referred to as multi-sourcing, which is managing service provision from a number of different providers allowing for best of breed to be used in each case. This has advantages over a traditional outsourcing model. Central Government is currently attempting to set up what it refers to as G-Cloud, or Government Cloud. This is in effect a purchasing framework which in the long term would be providing this pay-as-you-go model that all public sector organisations could buy into.

The advantage of the model is that you only pay for what is consumed. It is also the service providers’ responsibility to keep hardware and software up to date, provide business continuity/disaster recovery and deal with information security issues. The disadvantages are that the financial model is all revenue spend so annual cost can appear high, you are dictated to by the provider as to when upgrades etc will be carried out and currently there are no public sector applications such as Children’s or Adults Social Care or Council Tax and Benefits available. There are more generic applications such as HR, financial management, CRM etc available.

The Authority already makes some use of such services; the housing management application is a hosted service purchased from the Northern Housing Consortium and our electronic forms package is hosted by FirmStep.

The use of hosted or cloud based services is being investigated initially as an alternative to more traditional back-up and disaster recovery services and in 2012 we will be piloting this service and looking very carefully at the results.

As with all such services the important thing is to have a robust contract in place that provides a good exit strategy should things not work out or the end of the contract has been reached. Ownership and access to the data/information is key, as is the hosting organisations approach to security, back-up and recovery and Disaster Recovery.

Cloud Computing is in its formative stages within public sector but is more mature in the private. It is a market trend that has merit, when adopted in the appropriate way and we are keen to explore this further as the market matures for the applications used in the public sector.

7.14.2 Infrastructure

The major opportunity for Bracknell Forest is the move to Microsoft. The work is proving complex and time-consuming but the potential advantages once the work is complete are worth the effort. The Authority will be able to use Microsoft’s Active Directory (AD) as its single method of authentication. The reality of what is referred to as single sign-on becomes much more achievable with this in place. A more detailed inventory of the technical infrastructure and how we see it developing can

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be seen at Appendix 3. Dual authentication, where required, will need additional support.

7.14.3 Virtual Server (Machine) Environment (VM)

Currently the Authority uses a product marketed by VMWare to provide what is referred to as a virtual server machine environment. This product has been instrumental in greatly improving the efficiency of our server farm, reducing the cost of server purchasing and dramatically cutting the time for server deployment. Microsoft has moved into this market with its own offering, HyperV. This is relatively new technology but appears to offer a more cost-effective alternative to our current environment. Over the next 12 months this will be assessed and if deemed appropriate a migration strategy developed.

8. IT SUPPORT FOR TRANSFORMATION

8.1. ICT Services aims to be both a change enabler and an agent to support the Council to transform services. This again supports Bracknell Forest's Medium Term Objective 11. Work with our communities and partners to be efficient, open, transparent and easy to access and to deliver value for money. Operational projects relating to this are listed under sections 4 of Appendix 1.

8.2. Our ICT Services

During the life of this strategy we will be investigating where we can improve and streamline our services, and our approach is covered in Section 9 of this document ‘Measuring the Service’. There are, however, some key areas on which we are already focussing and we will continue to do so:

Security. Service management (ITIL). Training. Project Management. Business Improvement. Information Architecture.

8.3. Security

The Authority has made good progress over the last 18 months with the appointment of an Information Security Officer (ISO), the development of an Information Management Strategy and a suite of policies and procedures to support the strategy. We have also provided a comprehensive training programme for the Authority. Although the ISO role has been reduced to a 0.6 FTE, with the Information Commissioner's Office (ICO) becoming more and more robust in its approach to the use of large fines for those organisations failing to put adequate steps in place to protect the information entrusted to them, this is important.

8.4. IT Infrastructure Library (ITIL)

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The corporate ICT team has made a start at adopting elements of ITIL version 3, such as incident and problem management, project hand-over/service adoption, service design and some other areas. Having looked at ITIL in the round it is clear that it has a role in the current ICT infrastructure but must be approached pragmatically and not blindly. In the coming months we will be reviewing our use of ITIL within the service to ensure we are using it where it will add most value in improving processes and consistency of the service delivered to assess which elements will be adopted over the coming period.

8.5. Training

Training of ICT staff continues to be on a needs led basis, and often is project-related. This is likely to continue in the short to medium term. If we are to realise our vision we must face the challenge of re-directing a relatively small team from being technicians to being enablers, and training staff for this change will be critical to ensure success.

Training for the wider staff population, getting ICT literacy increased, making more use of online training, and looking at learning styles to see where the effort should be focused will also be important. We also need to simplify the infrastructure so making things easier to understand, support and maintain.

8.6. Project Management

During the life of the previous strategy Prince II was adopted as the standard for the management of ICT projects across the Authority. It was adopted in a pragmatic way, taking from the method those elements appropriate to the size of the task at hand. During the coming period some of the newer methods, such as Agile, will be reviewed to determine whether certain aspects should be adapted or adopted to enhance the current method. What is important is that our project support tools are defined, known and continuously improved so that projects can be better supported.

8.7. Business Improvement

As part of the business case for a new system it is necessary for the service to review and carry out business improvement before applying technology. It is important that this continues and that each business case be closely aligned with one of the Authority’s Medium Term Objectives and to business objectives.

8.8. Develop Information Architecture/Data Architecture

The term Information Architecture in this context refers to:

The mapping of our information,Knowing where our information is,Identifying who owns or is responsible for information,Knowing how information is used and kept up to date,What the sources of the information are, It’s impact level/sensitivity,

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Providing a single view of the citizen.What we can share and what we can’t,

In an organisation such as ours information falls basically into three types:

Property based. People based and financial.

The challenges are knowing:

The provenance of the information being used.That it is the sole source and not duplicated elsewhere in the organisation.That it is up-to-date and accurate.That it is available for those who need to use it.

Work has already begun on identifying our information/data sources with the Retention and Destruction Schedule and Information Asset Register providing a good starting point. You can’t retain or delete information if you are not aware of all its attributes. These and the Publication Scheme, give some basic starting points for developing the strategy further. Work on this will be part of phase 2 of the strategy. As we explore multi-sourcing of ICT service it will be very important that we have good information regarding our data.

9. MEASURING THE SERVICE AND SERVICE IMPROVEMENT TARGETS

9.1. We use a variety of different sources to measure our service and ensure continuous improvement. Using the results of the Socitm benchmarking exercise for 2011 over the next three months we will be developing specific targets and an action plan which we will be taken to the ICT Steering Group for agreement.

9.2. Feedback from Customers

We have recently carried out a number of workshops with key stakeholders to determine their perception of our service and where they feel we need to improve. The outputs from these workshops will ensure that we are responding to the feedback, especially where it identifies an area of weakness.

9.3. Key Performance Indicators (KPIs) and Trends

We report quarterly on KPIs in the Quarterly Service Report (QSR). This uses some of the indicators from the Socitm benchmarking survey.We have taken part in three SOCITM benchmarking exercises in the last three years, two relating to the service and one to customer satisfaction. The headline figures from the 2009 report are as follows:

Socitm Benchmarking results 2009 survey

Reference Performance Measure BFC Results Upper Comments Actions

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2009 Quartile2009

KPI 1 (SOCITM)User Satisfaction

5.06 5.04 Steady progress to date

Reviewing 6 point action plan from SOCITM

KPI 3 (SOCITM)Percentage of successful projects

98% 95% Reviewing SOCITM Critical Success Factors

KPI 4 (SOCITM) Acquisition cost of workstation

£400 – PC£730 – laptop

£462 – PC£625 – laptop

Figure for the coming year will be greatly improved as unit prices have dropped considerably. Now £300 for PC’s and £450 for laptops

Continue to review prices and specification of equipment being purchased

KPI 7 (SOCITM) support costs per workstation

£148 £130

KPI 18 (SOCITM) TCO per PC per annum

£440 £620 While not in the upper quartile we are now below the median

Action to review and improve to get to the upper quartile

This table gives an outline of our performance in 2009. In general it would be fair to say that on costs and staffing in the ICT service is about average. On service however ICT is comparatively well regarded.

9.4. Desktop Statistics

The graph below shows the total number of calls taken by the desk over the last 4 years.

It should be noted that the desk currently takes and logs calls on behalf of the schools support team, the local ICT teams and systems administrators. The graph therefore reflects the performance of ICT as a whole rather just the Corporate ICT department.

A point worthy of note is that the introduction of Outlook at the end of 2010 appears to have reduced and reversed the trend of increasing number of telephone support calls. We believe this is related to the fact that Outlook is a simpler, more modern tool and used in people’s personal lives.

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4 Year Summary

10. HOW WE WILL GET THERE - PHASED APPROACH TO THIS STRATEGY

10.1. Phase 1 - Support Accommodation Strategy over the next 18 months

Our work programme, as outlined in Appendix 1 is to support the accommodation moves and create a stable environment for the Authority as it moves forward. During this period we will be developing further our goals for the final half of the period covered by this report. It is also necessary during this period to move forward with certain business support projects and ensure systems/services are kept up to date and supported.

10.2. Phase 2 - Post September 2013

Within this period the town centre will become a building site with major works being undertaken around Easthampstead House creating the site for one of the anchor stores. Bracknell Forest will be consolidated in two buildings in the town centre, with Time Square being the focus for customer facing services. We will have a 9:10 desk to staff ratio and so at least 30% of staff/staff time will be spent working remotely.

It is highly likely that hosted/cloud based solutions will have been adopted more widely as a way of providing business/service support. We will probably still be using Microsoft core systems but there will be more of a mix with products such as Google Apps etc. Open source will also be playing its part. G-cloud may be a commercial vehicle that could be used and PSN will have a big part to play, allowing inter-working between the public sector, including central government agencies and the third sector.

11. GOVERNANCE ARRANGEMENTS

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21000

21500

22000

22500

23000

23500

24000

24500

25000

25500

26000

26500

2008 2009 2010 2011

Calls logged


11.1 Overall governance and monitoring of the Strategy and its action plan will be provided by the ICT Steering Group, chaired by the Director of Corporate Services. It will also be reported to the Executive Member with responsibility for ICT. A representative from each directorate will be required to sit on the Group. Corporate Services will be represented by the Chief Officer: Information Services, and the IT Services Manager.

11.2 Progress of the strategy will be reported to the Council’s Executive on an annual basis, and also reviewed by the Overview and Scrutiny Commission.

11.3 The Strategy Action Plan shall be updated at six monthly intervals throughout the year.

11.4 The work of the ICT Steering Group will be supported and complemented by the ICT Operations Group

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Draft 14/02/2012ICT Strategy 2012 - 2015

APPENDIX 1 – WORK-PLAN FOR THE FIRST 18 MONTHS

Corporate projects

No Description By Whom By When

Performance Measure (if appropriate)

PerformanceTo Date

Comments/Risks

RiskR/A/G

1 To support the Council's approach to different ways of working

1.1

Mobile and flexible working to support Accommodation Strategy

CO:ISICTSM Feb 2013

Via Accommodation Board

Solutions need developing to support business need

A

1.2Supporting the use of self-owned technology

CO:ISICTSM Feb 2013 Pilot project

being scoped G

1.3

Role of EDRMS within new accommodation model

CO:ISICTSM Feb 2013 Audit

underwayDependent on success of capital bid A

1.4Desktop and laptop refresh CO:IS

ICTSM

Rolling programme

% desktop estate refreshed

Resource and Novell decommissioning dependencies

A

1.5Technology Refresh for Members

CO:ISHoD Sept 2012

Replacement completed on schedule

Investigations complete. Members canvassed for preferences

Resource and Novell decommissioning dependencies

A

1.6Re-cabling of Times Square CO:IS

ICTSM Feb 2013Via Accommodation Board

Dependent on success of capital bid

A

1.7

Times Square refurbishment accommodation moves

CO:ISICTSM May 2013


Plans developed

Complex programme of work A

2 To ensure that the ICT Services offer excellent value for money

2.1 Decommissioning of Novell

CO:ISICTSM Dec 2012 Against project

plan key Phase 1 – migrate to

Complex programme of work dependent A

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PerformanceTo Date

Comments/Risks

RiskR/A/G

infrastructure milestones Outlook from GroupWise on business support

2.2

Corporate Online booking of meeting rooms in EH and TS

CO:ISICTSM Feb 2013

Ability to book any meeting room from Jan 2012

A

2.3 Alternative DR strategy and solution

CO:ISICTSM Jun 2012 A

2.4

Replace ICT backup infrastructure

CO:ISICTSM Jun 2012 G

2.5 Develop Category Management Strategy for ICT

CO:ISBT May 2012

Options being analysed Draft developed and being discussed

G

2.6 Print Strategy CO:ISICTSM Feb 2013


MFD’s rolled out / refreshed across Council

Dependent on space plans and accommodation strategy

A

3To explore and implement technologies which will assist the Council to transform its services

3.1Participation in regional PSN – Project Unicorn

CO:IS Jul 2012 A

3.2Secure email replacement CO:IS

ICTSM Aug 2012Service requirements determined

Dependent on success of capital bid

A

3.3Develop Information/Data Strategy

CO:IS Aug 2014To be started in summer 2013

A

3.4

Investigate the adoption of Cloud approach to delivering ICT services to the organisation

CO:ISICTSG June 2013

Options being analysed

G

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PerformanceTo Date

Comments/Risks

RiskR/A/G

4To deliver a Service which supports and maintains ICT and works as a partner with other Services to deliver transformation

4.1 Citrix Server farm upgrade

CO:ISICTSM Jul 2012 Scoping

underway

Dependencies on Novell decommissioning

A

4.2

ESX Server hardware replacement

CO:ISICTSM Jul 2013

Non GC compliant hardware – unsupported

G

4.3

Windows 7 and Office 2010 upgrade

CO:ISICTSM

Over next 2 years

Compatibility with Applications

A

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Draft 14/02/2012ICT Strategy 2012 - 2015Corporate Services Work Programme 2012 - 2013

No Description By Whom

By When


PerformanceTo Date

Comments/Risks

RiskR/A/G


3.1

Implementation of Automated Attendant for Customer Services

ICT/CS July 2012

Project plan milestones

Purchase of software agreed and installation scheduled for March

Resources and change of business processes.

A

3.2 eRevenues and Benefits

ICT/CS/Ben

Start April 2012. End date TBA

Project plan milestones

Agreed in principle by project board. Quotes received from supplier

Resources being available in all three teams and depends on end of year.

A

4


4.1Upgrade of Lagan CRM to version 8

ICT/CS April 2012

Project Plan milestones

Capital bid moving forward

Resource availability in both teams. A

4.2 Phase 2 of Agresso ICT/FIN July

2012Project plan milestones

Workshop to decide priorities scheduled. Single sign-on system tested and passed to support team

Resource availability and change management following BPR

A

4.3 Upgrade of Agresso to 5.7 ICT/FIN May

13Project plan milestones Not yet started Resources A

Environment, Culture & Communities Work Programme 2012 - 2013


By When


PerformanceTo Date

Comments/Risks

RiskR/A/G


1.1EDRMS - M3 linked to Open Text

HofBS Dec12 Project Plan milestones

Capital bid moving forward

Part of wider programme involving Accommodation

A

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By When


PerformanceTo Date

Comments/Risks

RiskR/A/G

Strategy. ECC no Open Text experience.


3.1Self Service Kiosks in Leisure

H of BS ? Project plan milestones

Demonstrations held

Funding A

3.2Traffic management control centre

HofBS Mar 14 Project plan milestones

Agreed in principle by DMT. Phased implementation over a number of years

Significant impact on traffic flows R

4


4.1Existing system upgrades

HofBS Mar 13 Project plan milestones Not yet started

Upgrades usually slip due to either staff shortages in corporate IT or suppliers

A

4.2 Smartconnect upgrade SDM Mar 13 Project plan

milestones

Agreement of shared costs with Smart Citizen. Member approval given.

Large project from small business, bespoke upgrade

R

Children, Young People & Learning Work Programme 2012 - 2013


By When

Performance Measure (if

appropriate)Performance

To DateComments/

RisksRisk

R/A/G

2 ICT Value for Money

2.1Capita ONE : Alternative products

CYP&L/ICT

Dec 13

Value for money

Standing Order Waiver in place

The requirement is to test out the market place, to ascertain whether there are alternative products

G

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By When



To DateComments/

RisksRisk

R/A/G

3 To explore and implement which will assist the Council to transform its services

3.1Primary Capital Programme

CYP&L Sep 12

Planning process

Expansion of classrooms in schools

G

4


4.1ONE .Net Capital Programme

CYP&L/ICT

Dec 14 Underway

This is an ongoing capital programme being undertaken to migrate to the new .Net environment.

G

4.2Frameworki: Retention & Deletion

CYP&L/ICT

Dec 12

Initial functionality implemented in live. Awaiting next tranche of functionality to be delivered. Liaising with CSC and Corelogic re deletion requirements.

G

4.3

Frameworki : MOSIAC implementation

CYP&L/ICT Jul 13

Assessing whether this is classed as an upgrade or a new system.

G

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Draft 14/02/2012ICT Strategy 2012 - 2015Adult Social Care & Health Work Programme 2012 - 2013


By When



To DateComments/

RisksRisk

R/A/G


1.1 Mobile Module for FA Officers

SS: ASC&H

March 2012

Via ASC&H IT Board

Waiting on supplier to fix issues with live running

G


3.1

Electronic Monitoring for Intermediate Care Team

AH: ASC&H

Sept 2012

Via Older People Modernisation Programme Board

Tender documentation being developed

G

3.2

Electronic Monitoring for the External Providers / in-house commissioning Team

SS: ASC&H

Mar 2013

Via Older People Modernisation Programme Board

Business Case approved. Project to be instigated

A

3.3

ASC&H Pre Paid Debit cards for Direct Payments

SS: ASC&H

Within 12 months

Via ASC&H IT Board

Waiting final issues from pilot before commencing systems integration

A

4


4.1 DAAT IAS Developments

SS: ASC&H

April 2012

Via ASC&H IT Board

With LiquidLogic for costs

G

4.2Protocol / Controcc Major Upgrade

SS: ASC&H

Aug to Dec 2012

Via ASC&H IT Board

Roadmap release R

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APPENDIX 2 - THE COUNCILS PRIORITIES AND MEDIUM TERM OBJECTIVES

Medium Term Objectives 1 and 11 are those specifically supported by the ICT Strategy

Bracknell Forest CouncilOur priorities and Medium Term Objectives 2011 – 2015

Six over-arching priorities:

Priority one: a town centre fit for the 21st CenturyPriority two: protecting and enhancing our environmentPriority three: promoting health and achievementPriority four: create a borough where people are safe and feel

safePriority five: sustain economic prosperityPriority six: value for money

Priority One: a town centre fit for the 21st Century

1. Regenerate Bracknell Town Centre

– work with the Bracknell Forest Regeneration Partnership and other landowners to deliver comprehensive regeneration, and in particular:

deliver a new Waitrose store regenerate Charles Square enhance the entrance to Princess Square attract new retailers and leisure operators to underpin the

regeneration of the Broadway based Northern Retail Quarter and the creation of an ’18 hour’ economy

undertake highway improvement works including work at Twin Bridges to enhance accessibility to the town centre

maintain pressure on landowners to rebuild or refurbish unattractive buildings in the town centre

implement an Accommodation Strategy to rationalise the number of buildings used by the Council

promote residential development in the town centre, where viable, to take pressure off of our countryside to deliver housing

deliver high quality public realm and public spaces

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Priority six: value for money

11. Work with our communities and partners to be efficient, open, transparent and easy to access

ensure services use resources efficiently and ICT and other technologies to drive down costs

implement a programme of economies to reduce expenditure ensure staff and elected members have the opportunities to acquire

the skills and knowledge they need publish information about the Council to promote openness and cost-

effectiveness and accountability ensure residents have fair access to the services they need develop appropriate and cost effective ways of accessing council

services develop a single equality scheme in line with legislative requirements work with partners and engage with local communities in shaping

services

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APPENDIX 3 - TECHNICAL INFRASTRUCTURE AND SPECIFICATION

Technology Area Existing Estate Specification

Current Standard Specification

Future Specification

Hardware BlackBerry BlackBerry Blackberry ?Smartphone ?

Operating Systems

v. 5 RIM, PPC, Symbian, iOS, Windows7, Android,

Desktop Platform

HardwareDesktop Dell Optiplex&

FTF MonitorsDell OptiPlexFTF Monitors

DellFTF Monitors

Laptop Dell– Lattitude

Dell Latitude Dell

Operating System

MS Windows XP SP3

MS Windows XP SP3

MS Windows 7

Application Suite

MS Office 2003 StandardMS Outlook 2010

MS Office 2003 StandardMS Outlook 2010

MS Office 2010 Standard

Virtualisation Citrix Presentation Server on Windows 2000 (business application hosting)

Citrix Presentation Server 4 on Windows 2000 (business application hosting)

Citrix Presentation Server 4 on Windows 2003 Business application hosting ?Complete desktop hosting ?

Server Platform

Hardware Dell - Intel Dell - Intel Dell - Intel

Storage Consolidated storage solution on SAN (Fibre Channel )

Consolidated storage solution on SAN (Fibre Channel )

distributed private cloud

Operating Systems

, 2003 2008Netware 6.5

Windows 2003 sp1Open Enterprise Server (Netware)

Windows 2008

Virtualisation Vmware 2.1 Vmare ESX Vmware ESX Server

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Server 3 4.1 (Shared Storage)Vmotion

Infrastructure Services

Authentication Novell eDirectory 8MS Active Directory 2003

Novell eDirectory 8MS Active Directory 2003

MS Active Directory 2008

Strong Authentication

Vasco Token (External access for staff to portal & VPN service)



Network Filestore

Netware File Servers

Open Enterprise Server (Netware)

Open Enterprise Server (Netware)?NAS and NTLine archive

Print Novell iPrint Novell iPrint Microsoft Printing/Managed Print solution??

Web Proxy ServersInternal out

BlueCoat proxy SG

BlueCoat proxy SG

BlueCoat proxy SG

External in iChain 2.1 & 2.3 and BlueCoat Proxy SG

BlueCoat Proxy SG

BlueCoat Proxy SG?

Security

Threat Prevention & ProtectionAnti-virus Desktop &

Server - McAfee VirusScanEnterprise 8

Desktop & Server - McAfee VirusScanEnterprise 8

Desktop & Server - McAfee VirusScanEnterprise?

Spyware Desktop & Server - McAfee VirusScanEnterprise 8

Desktop & Server - McAfee VirusScanEnterprise 8

Desktop & Server - MacAfee VirusScanEnterprise?

Web traffic Blueoat ProxyAV/Kaspersky

BlueCoat ProxyAV/Kaspersky

BlueCoatProxyAV/Kaspersky

Internet email scanning

MailSweeper 5

MailSweeper 5.2

MailSweeper5.2 ?

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Intruder Prevention System

McAfee IntruShield and Cisco IPS

Cisco IPS Cisco IPS

Perimeter Firewalls

Cisco ASA Cisco ASA Cisco ASA

Auditing Splunk Splunk TBCNetwork Authentication (directory & domain)

NovellNTAD 2003

AD 2003/8Novell

AD2008

File Server Access

LT AuditorDS Razor

LT AuditorDS Razor

LT Auditor?DS Razor?Splunk

ScanningContent BlueCoat

Proxy SGBlueCoat Proxy SG

BlueCoat Proxy SG?

Internet Usage

BlueCoat Reporter

BlueCoat Reporter

BlueCoat Reporter?

Management Systems

Desktops ZENWorks 7 ZENWorks 7 ZENWorks Configuration Manager 11 SP1

Servers

Applications

Databases MS SQL Server 2000Oracle 9i

MS SQL Server 2000MS SQL Server 2005Ms SQL Server 2008Ms sqlServier 2008r2Oracle 10G & 11G

MS SQL Server 2005Ms SQL Server 2008Ms sqlServier 2008r2Oracle 10G & 11G

Groupware & Messaging

Exchange 2005/Outlook 2010IM

Exchange 2005/Outlook 2010IM

Exchange 2005/Outlook 2010MS LYNC

Notify Link GroupWise Mobility Server?BES Server for GroupWise?

Integration Point to Point Integration Batch Transfer (via ftp or mapped drivers)

Point to Point Integration Batch Transfer (via ftp or mapped drivers)

Middleware - Broker / OrchestratorWeb Services

Web Content Management System

OpenText Livelink

OpenText Livelink

OpenText Livelink EMC?

Web Portal

Novell Portal Services

Novell Portal Services

OpenText Livelink EMC?

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Bluecoat Portal ServicesMS SharePoint

Networks

Data

FixedCable Cat 5/5e Cat 5e (or 6 for

high value sites)Cat 6

LAN

Core Cisco 100MB/s & 1GB/s

Cisco 100MB/s & 1GB/s

Cisco 1GB/s

Desktop HP/Cisco 10/100MBs

Cisco 10/100MBs

Cisco 100MB/s

WAN

Larger sites or customer facing

LES 10 (10MB/s)

LES 10 (10MB/s)/PTP Wireless

LES 10 (10MB/s)?PTP Wireless?

Smaller sites or back office function

SDSL (EPS line)

SDSL (EPS line)/PTP Wireless

SDSL (EPS line)?Internet VPN?PTP Wireless?

SoHo Broadband includingCisco Site to Site IPSec VPNCisco Client to Site SSL VPN

Broadband including Cisco Site to Site IPSec VPNCisco Client to Site SSL VPN

Broadband including Cisco Site to Site IPSec VPNCisco Client to Site SSL VPN

Wireless FixedCouncil buildings

Cisco WCS(WPA2+802.1X) 802.11b/g

Cisco WCS (WPA2+802.1X) 802.11b/g

Cisco WCS (WPK2+802.1X) 802.11n?

Wireless MobilePortable GPRS 3G (Vodafone)

WifiGPRS (EDGE)

3G & HSDPA?Wifi

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ISPCorporate 2 x 30Mbps 2 x 30Mbps 2 x 30Mbps can be

increased up to 100Mbps as required

Traffic Shaping

BlueCoat proxy SG

BlueCoat proxy SG

TBC

Soho ADSL ADSL ADSL

VoiceCorporate Network

PABX (Realitis 7.1) 5 node DPNSS networkDiscrete PABX system in non Town Centre sites/Cisco UCM

PABX (Realitis 7.1) 5 node DPNSS networkDiscrete PABX system in non Town Centre sites/Cisco UCM

Cisco UCM for Town Centre out outlying sites including SoHo and wireless access

Handset Analogue & Digital fixed/Cisco UCM fixed plus soft phone for highly mobile workers

Analogue & Digital fixed/Cisco UCM fixed plus soft phone for mobile highly workers

Cisco UCM fixed plus soft phone for highly mobile workers

Voice Mail VIP(NetCall) /Cisco

VIP(NetCall) /Cisco

Cisco

ACD VIP(NetCall) VIP(NetCall) VIP(NetCall) ?Mobile GSM

(Vodafone)GSM (Vodafone)

GSM/Wireless hybrid (WiFi/WiMax)

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APPENDIX 4 – INVENTORY OF MAJOR SYSTEMS

Corporate Systems/Services

System/ICT Service(Service Description)

Supplier Description Priority

Electricity including UPS Future Tec Power and battery supply control to data centre

1

Aircon for server room and comms rooms

FutureTec Air-conditioning , heating and cooling control for the data centre

2

Data Network BT, BTiNet Inter-site and local network providing data and telephone connections

3

Network-based storage (SAN)

EMC Large-scale storage for the main business systems

4

VMWare Vmware Technology providing control of the server environment

5

NDS Controllers Novell Hardware and software allowing staff to log on to the Novell parts of the network

6

DNS Servers Dell Servers controlling our addressing to the outside world, particularly the Internet

7

DHCP Servers Dell Servers controlling our internal addressing of equipment

8

Active Directory Microsoft Hardware and software allowing staff to log on to the Microsoft parts of the network

9

Citrix Farm Citrix Hardware and software host applications that allow distribution to staff.

10

WAN BT/BTiNet Inter-site data and phone communications.

11

Phone System – IPT Cisco

Cisco New phone system. Deployment to be completed by end of

12

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MarchPhone System – Siemens

Siemens Old phone system. To be decommissioned by te end of March.

13

Email (Outlook/Exchange)

Microsoft Electronic mail distribution service

14

Internet SmartConnect Website hosted externally so dependent on our infrastructure

15

Remote Portal Novell/Intercept Allows use of token to remotely access systems

16

File Servers Novell Electronic storage. To be removed by end of September

17

Backup Servers Novell Electronic storage. To be removed by end of September

18

Infra EMC Helpdesk call administration system. Currently being reviewed.

19

Adult Social Care & Health


Supplier Description Priority to Business

RiO NHS Health application system used at Waymead, Church Hill House, Bridgewell

1

IAS Liquid Logic Protocol & Controcc Case Management

1.1

Controcc OCC Financial management system supporting IAS

Smart Office OpenText Electronic Social Care document storage system integrated with IAS/Controcc to provide electronic social care record.

1.2

EDT Ren Software

Administration and case management system for Emergency Duty Services. Currently being re-developed.

1.3

Webroster Webroster Home support rostering 2

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system. Alternatives being investigated

Stroke Information System

NHS Stroke Association used in Time Square

2

P2P Health Finance System. Used at Waymead

3

Children, Young People & Learning



Frameworki Core Logic Children's Social Care, case management and administration system

1.1

ONE Capita Education Management System for the LEA

1.2

Smart Office OpenText Document Management System, integrates with FrameworkI to support the electronic care record

1.3

YOIS 2.1SoftBox Paying foster carers 2.2Family Information Service

Tribal Information management resource for Children’s Services

2.3

Youth Service (QES) 2.4UMIS 3.1CDC Respond Complaints System 3.3RAISEonline Hosted Service/contains

exams results3.2

KEYPASS Hosted Service/contains exams results

3.4

EPAS Hosted Service/contains exams results

3.5

Environment Culture & Communities



Tunstall Tunstall Lifeline & lone worker system used in Forest Care

1.00

BACCAS Baccas Cemetery & Crematorium administration and booking system

1.01

Northgate Revs & Benefits

Northgate Housing benefit administration system,

2.00

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shared with Revenues Services

ICLIPSE Northgate Document storage of Benefits information, shared with Revenue Services

2.01

CONFIRM Pitney Bowes Used by Transport Development, Highway Network Management, Trees, Highways Assess Management, Landscape Services, Street lighting)

2.02

UNIFORM Idox Used by Building Control, Development Management, Land Charges, Environmental Health, Corporate Gazetteers, Property Services)

2.03

TLC To process land charge searches

2.04

IDOX ERDMS Idox Used by Development Management, Building Control, Housing options, Transport Development

2.05

M3 Northgate Used by Environmental Health, Trading Standards & Licensing

2.06

ODYSSEY Call logging system used by Forestcare out of hours

2.07

ABRITAS Northern Housing Consortium

Used by Housing Options team to administer Choice Based Lettings, Temporary Accommodation, Homelessness and Rent Deposits (Hosted system)

2.08

KX Booking system for conference centre and bedrooms at EPCC

2.09

Leisure Management System

Manage all activities at Bracknell Leisure Centre, Downshire Golf Course, Edgebarrow Leisure Centre and Sandhurst

2.10

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Sports CentreCorporate GIS System Pitney Bowes 3.00FIMS Northgate Used by the Fraud

team and Benefits3.01

Cloud Amber To manage traffic movements

3.02

SPOCC OCC System used to administer the Supporting People Grant funding

3.03

HORIZON SirsiDynix Library Management and Administration System (Hosted)

3.04

OBJECTIVE Used by Spatial Policy to create Local Development Framework related documents and set up online public consultations

3.05

Public Access Pitney Bowes Allows the public to search for Building Regulation and Planning Applications

3.06

ELGIN Road work updates online

3.07

Commidea Online Payments

Online payments in leisure

3.08

New Public PC software in libraries – currently being purchased

4.00

MAYFLOWER To monitor streetlights remotely

4.01

DOORWAY Heating/Air conditioning/boilers monitoring

4.02

Systems Link Fuel monitoring at all Council Buildings

4.03

M3 online licensing Northgate Provides information to public on licenses

4.04

ELMHURST Energy Management System

4.05

SMARTCONNECT Smart Connect Manages e+ cards 4.06RACEMASTER Manages entrants for

Bracknell Half Marathon

4.07

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APPENDIX 5 – GLOSSARY OF TERMS

Term DescriptionActive Directory (AD) Used to authenticate and authorise

all users and computers within a network. More commonly referred to as AD

BACS Automated bank payment system, used for creditors payments, payroll etc.

BT Borough TreasurerBYOD Bring your own deviceCadis Crime and disorder systemCO:IS Chief Officer: Information ServicesCold aisle containment system Allows the IT equipment housed in

a data center to perform optimally throughout its lifespan.

Computrace Laptop Tracking SoftwareControcc Personal budget management

system used by Adult ServicesCRM Customer Relationship

Management System used by Customer Services.

CSR Comprehensive Spending ReviewDisaster Recovery Services Disaster recovery is the process,

policies and procedures related to preparing for recovery or continuation of technology infrastructure critical to an organization after a natural or human-induced disaster.

EA Enterprise Agreement. In this case a software licensing agreement entered into for a fixed period, usually 3 years. This term is particular to such arrangements with Microsoft.

EDRMS Electronic Document and Records Management System

Encryption Technology Disk encryption is a technology which protects information by converting it into unreadable code that cannot be deciphered easily by unauthorized people.

End Point Security Software that manages what can be connected to Council PCs and laptops

Firewall A device used to protect networksGCSx Government Secure Extranet, a

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http://en.wikipedia.org/wiki/Disaster

http://en.wikipedia.org/wiki/Man-made_hazards

http://en.wikipedia.org/wiki/Natural_disaster

http://en.wikipedia.org/wiki/Lifespan



secure network accessed via the internet

Government Code of Connection Rules to which organisations must adhere to be allowed to connect to GCSX

HoD Head of DepartmentHosted back up A back-up solution that is provided

by a third party and based at their premises

ICTSG ICT Steering GroupICTSM ICT Services ManagerIKEN Legal systemITIL IT Infrastructure libraryKPI's Key performance indicatorsN3 NHS secure network used by

social care services to exchange information securely

On demand access to servers A service hosted by a third party at their premises, usually accessed via the internet, that allows access to system processing capacity and is charged for usually by the day, sometimes by the hour.

Paris Performance Management System used by the Council to collate, manage and publish the quarterly and annual performance reports

Personal productivity tools Collective noun for such things as e-mail, electronic calendars etc. We use Microsoft Outlook.

Portal technology Use of an internet browser such as Internet Explorer or Firefox to provide a secure view of business systems and services

PRINCE 2 A project management method (PRojects IN Controlled Environments 2)

PSN Public Service NetworkRiO NHS Patient Management SystemServer based records Records held electronicallyServer patching Term used to mean keeping the

operating system software on our servers up to date.

SFIA Skills Framework for the Information Age

Single sign on Ability to sign in once and have access to all the systems and services you require, not having to enter a password each time you use another system.

Socitm Society of Information Technology Management

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SPOC Single Point of ContactSQL A programming language

(Structured Query Language)Thin Client desktop solution What used to be referred to as

dumb terminals, could be old PCs these days.

Virtual Server Environment One large server partitioned to behave as many servers, so running many applications

VPN Virtual Private Network – Secure way of using the internet to access services and systems as if sitting at your desk

WAN Wide Area Network – connects our many sites together as a single private entity

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ict strategy march 2012 - march 2015€¦ · web viewa strategy and three-year plan for march...

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