transforming croydon through technology · transforming croydon through technology 3 contents list...

Transforming Croydon through technology

A five year ICT strategy2009 - 2014

Transforming Croydon through technology 3

Contents

List of tables and figures 4

Foreword by the chief executive 5

1. Executive summary 6

2. The wider context 8

3. The themes of the ICT strategy 113.1 Theme one: Excellence in customer service 11

3.2 Theme two: Improving access for citizens and communities 15

3.3 Theme three: Transforming services for children and young people 19

3.4 Theme four: Increasing resources through efficiency 23

3.5 Theme five: Enabling a high performing organisation 27

4. Delivering and monitoring the ICT strategy 304.1 Key principles 30

4.2 Governance arrangements 33

4.3 Funding the strategy 35

4.4 Service provision 36

4.5 ICT milestone plan 38

4.6 Risk analysis 39

Transforming Croydon through technology4

List of tables and figures

Figure 1 Diagram of interdependencies between themes 7

Figure 2 Balanced scorecard for the ICT strategy 25

Table 1 Table of ICT strategy principles 31

Figure 3 Decision making flow-chart for managers 32

Figure 4 Gartner’s IS-Lite model 33

Figure 5 LBC ICT governance structure 34

Table 2 Detailed explanation of governance structure 34

Figure 6 Overview of service provision 36

Figure 7 Overview of ICT journey 2009-11 37


Foreword by the chief executive

This five year strategy will help ensure we have the strongest foundation possible on which to continue our journey from good to excellent. An effective ICT strategy provides the essential link between the aims of the organisation and the information, communication and technology needed to deliver those aims.

This is not just about doing IT better but rather about doing it differently – trying more innovative ways of working, identifying funding streams and working more with our partners across the LSP to ensure economies of scale. To purely focus on this as an ‘IT strategy’ would be a mistake. Technology has the ability to become a lever for organisational and borough-wide change. Our customers will reap the benefits of better technology enabling our staff to work smarter not harder, to help them work better in the partnerships we have across the borough and by making what can be tough jobs that bit easier.

This strategy also looks at how technology can be used out amongst the communities we serve and in particular, how technology will help the Transforming Croydon Schools programme. As such, it sets out some huge aspirations but that is what sets Croydon apart. A range of well-defined technology-focused projects working to a common strategic goal of innovation and sustainable transformation will ensure these aspirations are met.


1. Executive summary

The five themes at the heart of this strategy focus both inside and outside the organisation. A continuing desire to provide the best services possible, in the best way possible is what drives these themes. The drivers within this strategy have come from the organisation – significant engagement has taken place with departments, through workshops with staff and through interviews with many executive directors and directors. A balance of investment in infrastructure, mobility, collaboration/engagement, self-service and automation was a consistent message from all the workshops and interviews and this balance will be needed in order to progress the organisational transformation journey. The diagram on the next page gives an outline of the interdependencies between the themes.

In line with best practice, the strategy has three strands – demand, as outlined by the themes; control, as outlined by the governance, principles and budget; and supply, as outlined by systems and architecture.

The strategy proposes investment in CRM with a particular focus on a single view of the customer. To achieve effective customer data integration a programme of system rationalisation will take place. In addition, further development of the web is emphasised. The web is split into two strands – transactional which includes increasing bookings and payments and transformational which includes participation, engagement and collaboration tools via the web. Building on this, is the focus on finding different and more ways of enabling our customers to contact and engage with us. Investment in access points across the borough as well as skills development around technology will mean not only are

we enabling our customers to contact us but we’re also providing them with the skills and confidence to make the most out of the technology available to them.

A key focus is on services for children and young people, part of this means further investment will be made in increasing the mobility of social workers. In addition, strong links will be made to the Transforming Croydon Schools programme, with the aim of creating a culture of learning anytime, anywhere.

Creating a more agile workforce and a more responsive organisation means a focus on increasing mobile and flexible working, rolling-out an electronic document and record management system (EDRMS) and putting in place more modern equipment. Where, for education, it’s about learning anytime, anywhere, in this context it is about working anytime, anywhere.

The future sourcing model for the Council is of prime importance. The contract with the current outsourced partner, Capgemini, is due to expire in 2013. This means that significant time and effort is needed from autumn 2009 to get the council to a place where it has a clear direction in relation to future sourcing arrangements and a clear map of how to get there.

Better governance is the final key to transforming the organisation through technology. A number of principles have been developed which will enable the organisation to better prioritise ICT projects and programmes. This will result in a clearer focus and ensure the strategic direction of the council, in relation to ICT, is assured.


Excellence in customer service

Increasing resources through efficiency

Transforming services for children and young people

Enabling a high performing

organisation

Increasing access for citizens and

communities

Infrastructure

Mobility

Collaboration/Engagement

Automation

Self-service


2. The wider context

Croydon is the largest town without city status in Western Europe and constitutes a large local economy in its own right. It’s a vibrant place with a distinct identity and as such, both the organisation that is Croydon Council and the wider place needs technology that enables it to not just meet but exceed its aspirations.

These aspirations are delivered through the Local Strategic Partnership (LSP) a family of partnerships between public sector agencies, the business sector and community and voluntary organisations. Their aspiration is for Croydon to have safer, stronger and more sustainable communities, better outcomes for children and young people, increasing economic growth and prosperity, improved health and wellbeing, a better environment and high quality public services with better value for money.

At the moment, work is apace on developing the Local Development Framework (LDF) which will provide a spatial framework for land use and the development of the built environment. In addition, the Transforming Croydon Schools programme has begun which is part of the wider Building Schools for the Future programme across the UK. This will see an investment of £350million in new academies, federations and school mergers hosted in a wave of new buildings across the borough. Technology will also play a key part in the TCS programme, ensuring that children have the skills they need to see them succeed in an ever increasing global and technology-focused job market.

Outside of Croydon, across London and the wider UK increasing emphasis is being placed on improvement and efficiency, transformation and social inclusion. The Regional Improvement and Efficiency Partnerships (RIEPs) have a role in supporting councils to deliver efficiency savings and improved outcomes. The London RIEP may provide an opportunity for funding in relation to some of our technology-related efficiency projects.

Delivering Digital Inclusion (2008) from the Department of Communities and Local Government (DCLG) sets out to ensure that all citizens, particularly those who are disadvantaged, realise both the direct and indirect benefits of digital technologies. The ethos of this has been included in theme two of this strategy (Increasing access for our citizens and communities). In addition, Communities in control: real people, real power (2008) from the DCLG sets out the aim of passing power into the hands of local communities and supporting people to become more active citizens or volunteers. There are strong links with the digital inclusion agenda. Therefore, participation and other forms of engagement have also been factored into this strategy.

“Customers expect simple access to services, with an appropriate, efficient choice of consistent entry points and with seamless handovers across channels…” (Transformational government, enabled by technology, 2005)


3. The themes of the transformation strategy

3.1 Theme one: Excellence in customer service

A large London borough such as Croydon, with a diverse range of customers, requires systems that enable it to instantly and accurately determine what a customer needs, when they need it. At the heart of the new customer service strategy is the focus on understanding our customers (gaining better insight), connecting with our customers (improving access) and serving our customers (enhancing the customer experience). These three pieces of the jigsaw come together as a way of providing great customer service and thereby, improving customer satisfaction.

Technology plays a crucial role in this agenda. This requires us to create a single view of our customers across the Council’s many systems and databases. This means that we use our existing information a lot more effectively in order to ensure our services meet the needs of our different customers.

Technology also plays a role in supporting the Council to fulfil its role in emergency planning. With joined up and resilient systems, better telephony, better networks and better IT equipment we will be able to minimise the economic effects of emergencies. This will be through the contribution of uninterrupted business via Internet and telephone channels across the borough and possibly beyond. This means we will be able to use the technology available to us to support our local communities in their times of greatest need.

At this point in time there are limited links between the systems used across the various departments. Where there are, these are mainly financial interfaces. There are also few links between the systems used by customer facing services, such as adult services and housing and the ‘back office’ functions, such as the customer contact centre. In other words, the various systems do not ‘talk’ to each other as much or as well as they could do. With the arrival of the new Geographic Information System (GIS) there is huge opportunity to understand more about trends across the borough and link this to the disparate systems across the organisation.

To get to where we want to be, with that single view of the customer, a comprehensive piece of work will take place which will review all the systems currently in place, how well they are used and whether they should be kept or not. Once we have a clearer idea of where we are and have reduced the number of systems currently in use, we will be able to start integrating these systems to our customer relationship management (CRM) system. Part of this will require the purchase of some ‘middleware’ (software that connects software components or applications). In parallel with all of this, will be a review of our current CRM system provision. At the moment, the customer services division believes they are not getting the best out of the system. This could be down to the system itself, a lack of business process improvement, lack of investment or high integration costs or a combination of all of these. That review will then help us determine the best course of action, such as whether we need to procure a new CRM system or not.

Key projects

• CRM development

• Development of a single customer view

• Bookings and payments

• GIS – phase two


3.1.1 Case study: What does this mean for our customers and staff? A typical day in 2013...

Veena Bhatti calls into the Public Service Delivery Hub, the new central office for Croydon Council, to pay her council tax. However, she is also looking for information on whether she can place a skip outside her house as she is having a new kitchen fitted in a couple of weeks time.

She asks the customer adviser, who explains that Veena needs a permit and that this can be arranged immediately. He explains the process to Veena and advises that she can complete the application form on the Internet using the computer located in the Internet Cafe located directly behind her. Alternatively, she could complete the form at home if she has her own computer or the adviser could complete it on Veena’s behalf. Veena decides to complete it there and then, in the Internet cafe. The completed application is immediately routed through, electronically, to the department responsible for issuing the licenses.

Veena is given a unique reference number and a password to enable her to track the progress of the application from her own PC at home. She is also given the number of the Contact Centre, should she prefer to telephone to check the application.

During the conversation, the customer adviser asks Veena if she would like him to check that she is claiming all the benefits that she is entitled to. Veena agrees and the advisor uses the CRM system to review Veena’s benefit status and alerts Veena to the fact that she is entitled to help with her council tax, as she has recently become the only occupant of the house she owns.

“The ‘prize’ of digital inclusion is not the technology itself but the capability of that technology to connect individuals to new life-enhancing opportunities, to develop stronger communities, and deliver better, more efficient and effective services”(Delivering digital inclusion, 2008)


3.2 Theme two: Improving access for citizens and communities

This theme is about strengthening and improving our current consultation, involvement and engagement methods with voluntary and community groups to ensure the Council delivers appropriate services and empowers communities. Pressure mounts for local authorities to provide a choice of methods by which citizens can obtain information about and transact with their Council, at a time and place that suits them. Croydon takes this seriously, particularly in relation to the social inclusion agenda.

The Internet, in particular, offers many opportunities in relation to this theme but we need to be mindful that there is a sizeable correlation between social and digital exclusion. Therefore, this theme has three strands to it. The first is about increasing access by providing access points across the borough. The second relates to giving people the skills necessary to make better use of technology. The third relates to increasing citizens’ ability to participate and engage with the agendas that matter to them and that are often led by the Council or its partners. All of these strands mean that we will ensure all citizens and communities across Croydon can enjoy the benefits of the Internet and other methods of communication.

The white paper ‘Communities in control: real people, real power’ (2009) aims to encourage every local authority to use participatory budgeting mechanisms and to promote more voting in elections. It also states the importance of every local authority having a system of accessible, interactive contact for citizens to raise concerns.

By looking more closely at the opportunities offered by technology we will be able to tackle the continuing problems associated with social inequality. With a diverse population in terms of ethnic background, we need to ensure that we use technology in a way that enables two-way communication,

particularly where a customer’s first language is not English. This is also true in relation to disability where there are now many assistive technologies which can ensure we are helping people to participate equally in society, engage with the Council and others and receive equal levels of service. Examples of these assistive technologies include on-demand sign interpretation for deaf customers and software packages that convert speech to text.

Further development of the web is at the heart of all of these aspirations. Therefore, the web-site will undergo further development, improving the look and feel and ultimately, the user’s experience. There needs to be more user-testing, getting real people from across the borough to help us test the updated web, meaning that we’re responding to the feedback of our customers. Once we have the basics right, such as an improved search engine, we can then move to using more online consultation and engagement tools. Whilst we must always be mindful of reputation and security, we cannot afford to ignore the fact that one of the typical ways people engage with each other is via the social networking phenomena with Facebook, Twitter and Skype just a few options out of many. However, we are getting the basics right first. All of this work maps directly into the e-Communication Strategy (in development).

One of the first visible ‘wins’ to emerge through this strategy is the development and roll out of a mobile web provision (Croydon MOBI) will enable more people to access the Council’s website whilst on the move. This provision has already been successfully piloted with another London Borough with great success. The bulk of the funding comes from Transport for London which means that Croydon is able to have a maximum impact through the web at a minimum cost.

Key projects

• Development and rollout of Croydon mobile web (MOBI)

• Online consultation and engagement

• Further website development

• Increased access points across borough

• Skills development for citizens


3.2.1 Case study: What does this mean for our customers? Pat’s story (Feb 2012)…

Pat, 75, lives in New Addington and began learning how to use the Internet and email in 2010 by taking part in Croydon Council’s Switch On project. Pat says, “My son had tried to show me how to use the computer but would get impatient with me when I couldn’t use the mouse immediately, so I gave up. When a Switch On trainer came to our local housing office, I shocked myself with how quickly I could learn. I’m pretty stubborn and I just sat in front of the computer every opportunity I could find, fiddling around.”

Pat then became a Switch On Ambassador to encourage other housing tenants to use the computers. Her knowledge of IT has helped some of her friends and neighbours; in her own sheltered scheme she is the focal point of information and help. She has also participated in four launches of Switch On events in other parts of the borough – Purley, Thornton Heath, Selsdon and South Norwood. She demonstrates the Internet, talks about what it can do and answers questions. “Most people I speak to are often frightened of making fools of themselves; they worry about breaking the computer, about the dangers of identity theft and dodgy sites. I just reassure them through my own experience and then say ‘you know what, it’s your choice… you can’t break it, so have a go!”

3.2.2. Case study: What does this mean for elected members? A typical day in 2013...

The Council has been running an e-Consultation exercise on the Council’s website relating to a specific ward in Croydon. The Councillors for the ward receive an automated email informing them that the e-Consultation exercise has received over 1000 responses.

Using her high speed broadband connection from her home office, one of the Councillors logs in to the system to learn more about the concerns of citizens in the ward, establishing that the issues is the proposed re-development of a brownfield site.

The Councillor then uses the Council’s web based local information system to better understand the vicinity of the proposed development. Then, with a single click of a mouse, the Councillor switches to the members’ portal within the Tagish complaints system to review details of all the complaints which have originated from her ward in the past month.

She notices a lot of calls relate to the removal of a recycling point which covered a large part of the ward. She sends an email to the Head of Streetscene and asks for an explanation of the problem and how they propose to rectify the situation. Finally, she posts a Councillor blog on her webpage telling people what she proposes to do to support the citizens with their concerns and how she can be contacted about the matter.

“No barrier, no bureaucracy, no buck-passing should ever get in the way of keeping children safe”(Ed Balls, Children’s Secretary, 2009)


3.3 Theme three: Transforming services for children and young people

In a recent document by the Children, Young People and Learner’s (CYPL) department (Reform and Refocus, 2009) it states that the majority of Local Area Agreement (LAA) targets fall within CYPL, with many specifically relating to services provided by social care. This coupled with the Joint Area Review (JAR) comment that there was a lack of consistency in social workers for many children who were looked after means that there is an unprecedented amount of pressure on the department.

As such, the department is now working on a transformation agenda which sees amongst it priorities better use of technology to transform service delivery. The ultimate aim, however, is to maximise the face-to-face time social workers spend with children and their families. This theme aims to support that agenda and in turn, ensure that the department is successful in its aim to offer excellent services for children and young people.

A key project will be to increase the mobility of social workers. This has links with the Information Management strategy and in particular, investment in an electronic document and records management system (EDRMS). Investment will also need to be made in the equipment available to social workers, more tablets and light pens which enable the conversion of written notes into electronic format on the spot. Technology that enables security of data, such as encryption is a must. The aim is to make a tough job slightly easier through technology. If less time is wasted on writing notes by hand then having to go back to the office to type them up then it means more time can be spent with children and their families.

The other half of CYPL relates to Education. For a long time now, around one in three pupils leaving Croydon primary schools - including many of the most able - have not gone on to a secondary school in the borough. The council wants to change that. It wants to see more emphasis on achievement and discipline and an enhanced programme for gifted and talented children so that all parents have the confidence to send their children to their local school. Technology is one of the factors that can help this agenda.

As technology evolves, it becomes ever more important that children and young people learn to take advantage of the benefits technology can offer. If young people are unable to engage with new technology, for whatever reason, they risk falling behind their peers in education and will ultimately, suffer in what is increasingly a technology-dependent global job-market. The key in helping them achieve their maximum potential is enabling them to learn in their own way and at their own pace. The Transforming Croydon Schools programme has technology at the heart of it. This is not just about the bricks and mortar of new schools but also about the technology in place to support that learning. Technology can also be used to help parents know more about their children’s progress and learning. Investment in video conferencing (multi-point access for schools), virtual classrooms and more e-learning tools, including laptops for pupils, will see Croydon schools be the best in London. The aim is to help every school in Croydon to aspire to achieve the BECTA-accredited ICT Mark, a national accreditation scheme which recognises schools for their achievements in reaching a standard of maturity in their use of technology.

Key projects

• Further development of ContactPoint

• Improve mobility for social workers

• Develop Croydon Youth Tube using Web 2.0

• Develop transition aspect of systems between CYPL and DASH

• Develop integrated children’s IT systems/ data

• Increase use of technology in schools (link to Transforming Croydon’s Schools)


3.3.1 Case study: What does this mean for young people? Elliot’s story (September 2011)…

A collaboration between Croydon’s Turnaround Centre and Interplay Theatre aimed to help disadvantaged and disaffected young people to realise their potential. Working together, they’re helping young people use technology to explore and change their lives.

Elliot, 16, has been going to the Turnaround Centre for about a year and is working towards NOCN multi-media qualifications. He explains, “I first got kicked out of school in Year 7. I used to get really angry and hit people, including teachers. I don’t really know why. I never went back ‘til Year 9. Secondary school scared me – it felt too big and I felt too small. To get through, I’d make sure people knew I was the hard man. It all came to a head when I ended up getting arrested for ABH. This is when I started coming to the Turnaround Centre. The centre is great and I’ve had the chance to learn about multi-media and stuff like that. It’s hard work but that’s okay ‘cos it’s really interesting. No-one makes me feel stupid.

“At the moment I’m doing some DVing – putting visual effects to a music track – like a music video. And there’s all these computer programmes you do it on, and edit it and stuff. I love it.

“Doing my music on the computers keeps me calm. If I hadn’t been given the opportunity to come here, I reckoned I’d be banged up in some youth prison somewhere and I definitely wouldn’t be getting qualifications. I now feel like I’ve caught up with the others I went to school with and turned things around.

My mum is well chuffed with me. She’s seen my stuff and talks to my aunties about it all the time. In fact, I’m pretty chuffed with myself and I can see the direction I’m headed now.”

3.3.2 What does this mean for our staff, partners and children? A typical day in 2013

Jay, a children’s social worker arranges to meet with a colleague from the PCT to discuss a case they are working on. Jay goes online to book two adjacent hot-desks in the Public Service Delivery Hub.

They both arrive in the hot-desk area, near to one of the teams from CYPL, and connect their laptops. The Intelligent Network automatically checks that the laptops have the latest patches and virus definitions installed on them. It then identifies which organisation each laptop belongs to and connects the users to their relevant systems (after they have supplied their personal security credentials).

As a result of their conversation, Jay needs to send some information relating to the case to the colleague from the PCT. He does this using secure, encrypted email sent over the Government Connect (GCSx) network. Once this is done, he then goes to visit the home of a foster parent, in South Norwood, to check on the progress of a child placed in their care. From there Jay is able to send a report on the child’s wellbeing, via the secure network, direct to the integrated children’s database. Because Jay no longer has to duplicate his effort by typing his notes up when he goes back to the office, he can spend more time with the foster family and the child placed in their care thereby building a stronger relationship with them.

“We need to rethink the very way that we organise local services, particularly those with which the public directly access. This could be the secret to finding radical opportunities to increase efficiency and also provide more customer-focused services”Siobhan Coughlan, IDeA (2009)


3.4 Theme four: Increasing resources through efficiency

This theme has several strands to it. The first relates to the sourcing model Croydon Council needs to ensure its place as one of the best local authorities in the UK. The contract with Capgemini ends in 2013, one year before the end of this strategy. Therefore, it makes sense to include the future sourcing model as part of this strategy document.

Multi-sourcing is one option, where internally and externally delivered services are blended seamlessly, governed closely and evaluated continuously for effectiveness and efficiency. This could present an opportunity to set up an ICT shared service centre providing ‘common’ ICT services such as help desk, email, infrastructure, server hosting and desktop support across several London boroughs.

To get us to a place where we are agile enough to take on something like this, the Council needs a common infrastructure. Indeed, there is significant scope for rationalising HR, finance and ICT by introducing standard systems and processes. Examples of possible systems include Oracle or Microsoft. If we have an infrastructure that is common to some of the other local authorities in London there will be the opportunity to have joined-up solutions and therefore, leverage investments and shorten any implementation timeframe for change.

Ultimately, the development of a sourcing strategy will be a comprehensive piece of work in itself with the aim of identifying the best model for Croydon Council and one that is as future-proof as possible. Within this, there is the opportunity to do more work with our partners across the borough, such as the Primary Care Trust (PCT), the police and the voluntary and community sectors. This is the second strand.

We need to develop appropriate technology solutions and delivery models together. Not only does this provide better economies of scale and provide more options in relation to disaster recovery, more importantly it presents a united face to the people who live and work in the borough, delivering seamless services to them. Therefore, we will strategically plan with our partners across the borough about improving access points, network strategies, levels of kit and software and training. This makes particular sense where there is a cross-over of responsibility amongst staff in the Council and others, such as the PCT. In addition, we will develop a security and authentication approach which enables staff from partner organisations to utilise joint access, infrastructures and platforms appropriately.

The current policy of one size fitting all, in relation to the allocation of PCs, laptops, PDAs etc. needs to be reviewed so that provision can be made in relation to the criticality of roles. For example, all social workers have their own equipment rather than sharing, unless they’re part time or job share. In addition, all lone workers should receive a PDA or a mobile.

Key projects

• Develop sourcing strategy

• Business case development for each project element of the ICT programme

• Benefits Realisation Management (BRM) put in place

• Business process improvement programme across the Council

• Implementation of information management strategy


The third and final strand relates to project and programme management of technology and transformation initiatives. The new structure of the service transformation division sees the creation of a relationship manager role. Each relationship manager is responsible for ensuring all technology and transformation activities are aligned to their respective part of the ‘business’ and vice versa. As standard, relationship managers will develop rigorous business cases to support any project that comes out of this strategy. These business cases will include thorough investment appraisals and identify clear benefits, which will then be tracked via benefits realisation management. This will help us achieve more appropriate investment and greater value for money from any partnership we are in.

Benefits will not just relate to cost-savings but also to the environment. As such, the Council aims to become carbon neutral where ICT is concerned. This is about lowering the power consumption of equipment used. ICT will also support the wider sustainability agenda by reducing emissions through business process improvement, minimising transport use through home working and reducing waste through minimising paper use.


An ICT strategy balanced scorecard

Internal Process perspective

Goal MetricsEst. cost savings p.a.

Reduce duplication of effort

- Decrease in duplication of processes by 75%

£200k

Effective EDRMS in each department

- 100% departments to have a business case for EDRMS with clearly defined benefits

£500k p.a.

Environmental perspective

Goal MetricsEst. impact (£ or %)

Carbon neutral organisation

- Reduce travel across the borough for staff and customers

- Amount of paper used reduced

- CO2 emissions reduced

-25% by 2014

-25% by 2014

-10% by 2014

Customer perspective

Goal MetricsEst. increase in satisfaction

Increase customer satisfaction

- Speed up response time in contact centre by 15%

- Reduce number of complaints by 10%

+3%

Increase customer access to services

- Increase number of services available through the web by 50%

+5%

Financial perspective

Goal Metrics Est. cost savings

Reduce operating costs

- Reduce occupancy of central civic offices by 30%

- Reduce number of staff by 10% through automation

£200k

£2.5m by 2014

Increase in efficiency

- Reduce admin costs by 20%- All teams to have an

objective that relates to process improvements

£200k p.a.£500k p.a. savings

Vision and

Strategy

“A high performing organisation is one that builds strong customer loyalty, increases customer satisfaction year on year, attracts and retains skilled staff, has a performance-oriented mindset amongst its workforce, finds and develops talented leaders, is flexible in responding to changing conditions, manages risk effectively, deals with the regulatory environment well, generates excellent value for money from superior technology investment and encourages innovation across the organisation”People Management magazine, CIPD (2008)


3.5 Theme five: Enabling a high performing organisation

The quote above may seem like a mountain to climb but the Council is already well into its journey with regard to become a high performing organisation. Whilst it has done excellent work in relation to developing its staff and brining in better performance management, many systems and processes in the organisation are still paper-based and staff-intensive. This theme is about creating a culture where processes are made easier and more streamlined. This is partly achieved through technology but also through mind-set. Therefore, a programme of skills development will take place across the organisation where a percentage of staff will be trained in one of the belts of Six Sigma (black is advanced, green is intermediate and yellow is basic). The ultimate aim is to create critical mass to a point where the norm in the organisation is for staff at all levels to not only look out for what process are not working but make suggestions for how to improve these processes. To do that, however, we need to give people the right tools and techniques.

The move to the new Public Service Delivery Hub in 2012 offers an additional opportunity to streamline how we work and also to modernise. With less occupancy and less storage, the levers are already in place for moving to new and better ways of working. Whilst this requires significant investment, it has the benefit of feeding in to the green agenda. As we move to the new building and the opportunities it offers we will look to reduce the overall number of desktops and increase the number of more mobile technologies such as laptops and tablets. We will also rationalise the amount of printers used in the organisation, replacing these with multi-functional devices (printer, photocopier and scanner in one), using green defaults such as double sided and multi page printing.

To support the roll out of new equipment the Council will be looking to increase average server capacity utilisation to achieve a minimum of 50% where possible.

Many systems are designed as ‘islands’ with their own data, infrastructure and security and identity procedures. This means it is difficult for departments to work with each other as easily as they could or for other sectors to leverage our capability and delivery channels. By embarking on an intensive programme of scanning, storing and dumping records and documents, we will be able to streamline everything we have through an electronic document and record management system (EDRMS). There are already a couple of parts of the organisation that use an EDRMS but the results are patchy and usage is not consistent. Indeed, EDRMS needs to become more visible and normalised across the organisation. Ultimately, this will increase our speed of intervening with and on behalf of our customers and reduce duplication of effort. This combined with a product such as Microsoft Sharepoint will ensure that all members of staff will have access to the information they need to do their jobs at the time they need it.

With multi-agency working increasing, our staff need to be as mobile as possible and be able to access back-office systems from multiple locations. This means staff can deliver services directly to customers in their home and to capture and send back information on the move to front end customer information systems, in real-time. This is about reducing administrative burden so that staff can focus on the customer and their needs, thereby deliver consistently excellent service.

Key projects

• EDRMS implementation

• Roll out of new equipment

• Roll out of new security framework (GCSx)

• Mobile working

• Skills development programme


For some staff, home working will be the norm. This has already been successfully trialled home working in Revs and Bens and this strategy will now seek to build on this across other parts of the organisation. With the right technology, the right management approach and clear objectives, productivity can increase significantly through home working. To support the home working agenda, more work will need to be done to improve the interface of the Virtual Private Network (VPN) which provides access to the Council’s system. In particular, improve the interface for non-managed PCs.

The Information Management Strategy for the Council has been compiled as a companion to this strategy. The two strategies are complementary in that key ICT systems will provide for better information management - this in turn will create efficiencies in accommodation, better use of technology by staff by providing flexible access to relevant information and the storage or destruction of irrelevant information.

Information management is crucial to ensuring the Council meets its corporate priorities. By reducing the amount of wastage from printing and unnecessary physical storage, any savings can be put back into essential services. By having a more effective way of managing information, staff will be able to access what they need much quicker, thereby helping the customer in a more expedient manner. Examples of this include the introduction of CHRIS (the e-HR information system) and the corporate GIS (geographic information system). On the horizon will be an integrated children’s database and an enhanced CRM (customer relationship management) system. By further developing our CRM capability we will be able to rationalise systems across the Council which in turn means we will be able to determine the key data to feed into the CRM system. Ultimately, without effective information management the five themes of the ICT strategy will be difficult to achieve.

Through the strategic deployment of technology, we will enable or staff to work in more effective, efficient and creative ways in order to consistently deliver excellent services to our customers. This is about providing both access and flexibility of working options for all our staff, including those who may span other organisations as well as our own. This strategy has to work in harmony with the Council’s People Strategy, Customer Strategy, Improvement & Efficiency Strategy and Communications Strategy. Together these strategies will ensure that Croydon Council is an outstanding local authority with regard to its customers and an employer of choice for future generations.


3.5.1 Case study: What does this mean for our staff? A typical day in 2013...

Beatrice works from her home in Thornton Heath this morning, finishing a report that needs to be in tomorrow. She connects to her email and various folders using his Council laptop (the secure network and infrastructure means that Beatrice notices no difference at home compared to working from a Council building).

Beatrice is able to use the same Internet link for her work telephone calls using the Internet Protocol Telephony (IPT) installed by BT across the Council a few years previously. She checks the status of each of the people she needs to call and notices that her line manager is in a meeting until after lunch. This means she knows to wait until that time to make the call, rather than waste time leaving a voicemail.

After lunch, Beatrice has planned to call in to the Public Service Delivery Hub to join a video conference. Arriving slightly earlier than she anticipated, Beatrice goes to the cafe on the seventh floor, grabs a coffee and hooks her laptop to one of the points around the venue. Here, she is able to use the building’s wireless network to connect securely to the Council’s network and finishes off her report.

Beatrice needs to refer to a paper document to inform her report, so she accesses the Electronic Records Management System (Filenet) to retrieve it. The rollout of Filenet means that staff no longer need to be near traditional paper files, instead, all incoming records and documents are scanned (where necessary) and indexed. This is used in conjunction with Microsoft Sharepoint which acts as a collaborative tool for teams across the organisation, as well as between partner agencies. Therefore, once Beatrice has finished her report she highlights this via her team’s Sharepoint page, asking her team to make any final contributions before she closes the report off. She then goes off to the video conference where none of the attendees needed to print off any papers as they can be seen on the large screen available in the room. The video conference is multi-agency. As Sharepoint is also being used in the videoconference, it means that any changes to the relevant documents can be made in real-time by all participants there and then.


4. Delivering and monitoring the transformation strategy

4.1 Key principles

There needs to be more professionalism in terms of planning, delivery, management, skills and governance of IT enabled change in Croydon. This will result in more successful outcomes and outputs, fewer costly delivery failures, and increased confidence by citizens, politicians and staff in the delivery of change across the council.

A set of principles have been developed which will:

• Better align our technology investments with key business needs, focusing on customer centred delivery

• Better prioritise technology investment and therefore, maximise the return on investment

• Minimise risk

• Improve how we work with our outsource partner, Capgemini

• Better plan our resource needs through reliable project delivery

• Monitor and report on performance, improvement and quality outputs

• Quickly identify and prevent duplication of effort

• Remove redundant or duplicate systems

• Demonstrate how technology can improve efficiency and value for money

The principles are outlined on the next page (page 31) and a help guide for managers, in the form of a flow chart, is on page 32.


(1) Alignment with strategic priorities

(2) Alignment with improvement and efficiency agenda

(3) A programme of system rationalisation and integration

(4) A clear sourcing approach

(5) Closure and evaluation

Any ICT initiative must align with the Transforming Our Space programme and seek to:

- Address mobile/flexible working

- Be consistent with the information management strategy, including compliance

- Enable electronic document and records management

- Be web enabled- Integrate with any CRM

solution

Any ICT initiative must align with the shared services agenda and seek to:

- Be part of the shared ICT platform, whatever that might be

- Enable data exchange and be Open Systems (XML) compliant

Any ICT initiative must align with the integration agenda and seek to:

- Enable data exchange and be Open Systems (XML) compliant

- Build joined-up services and improve customer services

Any ICT initiative must have a clear business case before starting which includes well articulated:

- Financial investment and benefits

- Customer benefits- Process improvements- Staff benefits- Environmental benefits

Any ICT initiative must have a benefits realisation map in place with:

- A clear baseline before project starts

- Realistic targets, either in terms of cost savings or percentage improvement

- Agreed milestones for measuring benefits

All parts of the organisation must seek to:

- Integrate their systems with other systems elsewhere in the organisation

- Rationalise systems that are at odds with the integration agenda

- Ensure adequate security is in place with all systems in compliance with Government Connect (GCSx)

- Demonstrate that a system risk assessment has been carried out

- Replace non web-based systems with web-based

- Ensure front-office and back-office systems are aligned

- Croydon will be a Microsoft/Oracle ‘house’

- Any ICT partner will have the prime focus of infrastructure provision and support

- Croydon will have control of its own network

- Croydon will have a preferred supplier list in relation to transformation programme and project support

- The governance model will be used to close any ICT related projects and programmes

- Any ICT project or programme will be required to produce clear evidence relating to return on investment


Has your ICT need come from one or more of the following:

- Service improvement?- Statutory obligation?- Risk register?

Do you have a clearly defined business case for your ICT need?

Does your ICT need tick at least one of the corporate objectives and ICT strategy themes?

Does the business case have a clear investment appraisal with benefits outlined?

Yes Yes YesYes

No

Yes No

NoNo No

YesNoNoNo

Stop! - if

the need is not derived from any of the above it is unlikely to

progress

Stop! - if

you haven’t already, speak to your department relationship mgr

Stop! -

business case needed with budget

and business sponsor in order

to progress

Stop! - if

the need is not aligned to the strategy it is unlikely to

progress

Stop! - clear costs and benefits

are needed to progress

Act

ion

take

n

Act

ion

take

n

Act

ion

take

n

Are you bringing in a new system?

No

Have you identified an appropriate level of security for your ICT need?

Yes

Have you identified how your ICT need will integrate with other systems in the Council?

YesIs your ICT need available as a web based application?

YesIs your ICT need purely about infrastructure and support?

Act

ion

take

n

Supplier must be ICT partner

Don

’t k

now Stop!

- Could it be available

as a web-based application in

the future

Stop! - you need

to demonstrate how you’ll meet

statutory regulations (Government

Connect)

Stop! - can you justify

why a new system is needed as opposed

to using a pre-existing systems in

the Council?

Stop! - look at other services that

you might share common agendas

with

Act

ion

take

n

Act

ion

take

n

Act

ion

take

n

Act

ion

take

n

Sourcing possibilities

Partnership with another council

Hybrid: Internal and external mix

External company

Internal resourceGateway one: Corporate priorities and transformation themes

Gateway three: Systems assessment

Gateway two: Improvement and efficiency

Gateway four: Sourcing

ICT decision making tree


4.2 Governance arrangements

Governance should not feel unnecessarily bureaucratic or unwieldy. An effective governance structure should enable us to make timely and responsive decisions, based on sound business cases. The governance proposed below should act as a pipeline. As a proposal goes through the chain it should become more refined so that when it comes to final sign off all the right questions have already been asked (and answered). The governance will also enable us to have a better relationship with our ICT partner. The new structure of the service transformation division offers strong foundations on which to take forward a challenging and exciting agenda. This new

structure and the structures already in existence across the organisation can be used in a smart way, rather than create a governance model that is odds with how the organisation works.

The model shown on this page is recommended by Gartner for helping to determine both governance but also future sourcing decisions.

The governance model for Croydon Council is given on the next page (page 34).

1. IT leadership2. Architecture development3. Business enhancement4. Technology advancement5. Sourcing management

Driving innovation in the business and aligning IT strategy

Embedded in the Business

Internal & External Service Providers

Delivering change to the business

The Three IT Macro-processes

Supplying and supporting

infrastructure

IS-Lite Model

Supply Side Demand Side1

2

3

4

5


Detailed explanation of governance structure

Name of board Chaired by Membership Frequency Purpose Reports to Authority

ICT Steering Group

Executive Director Directors or Heads of Service from all service departments and Cap Gemini Account Director

Bi-Monthly To oversee the development and successful delivery of the Council’s ICT Strategy

CMT Delegated authority to approve business cases up to £50k

Project Board/s Project Sponsor Project Sponsor, Project Manager, Senior Users, Senior Suppliers, Assurance

Monthly or at each major project decision stage

To oversee the successful delivery of the project business case benefits

ICT Steering Group

Delegated authority within approved project budget/s

Project Team/s Project Manager Project Manager, Project Team Members

Weekly or fornightly as required by each project

To successfully deliver the project to the agreed time, budget, scope and quality

Project Board Delegated authority within approved project budget/s

Technical Advisory Board

Technical Design Authority

LBC Technical Design Authority, CapGemini Technical Design Authority, Technical Staff, others as required

Monthly To lead the development of technical strategy, policy and standards

To provide advice on technical and design matters to the ICT Steering Group, Project Boards and Project Teams

ICT Steering Group

As delegated by the ICT Steering Group on a case-by-case basis

LBC ICT Governance Structure

CMT

Chair Chief Exec

Project Board

Chair Project Sponsor

Project Team

Led by Project Manager

Project Board


Project Team


Technical Advisory Board

Chair Technical Design Authority

Project Board


Project Team


ICT Steering Group

Chair Exec Dir


4.3 Funding the strategy

The capital funding needed between 2010/11 and 2014/15 is put at £5m. This breaks down as:

Activity Estimated cost

CRM £1,300,000

Integrated children’s system £500,000

EDRMS £1,000,000

Croydon MOBI (mobile web) £50,000 (start-up)

Social worker mobility £250,000

Mobile working (wider org) £500,000

Bookings and payments £200,000

GIS – phase two £200,000

Borough-wide access points £500,000

Business process improvement programme

£500,000

Total £5,000,000

The capital expenditure through our main ICT outsourced provider is outlined below:

Yearly Asset Total

2008 1,380,585.80 1,380,585.80

2009 3,069,901.45 3,069,901.45

2010 707,049.19 707,049.19

2011 744,612.00 744,612.00

2012 744,738.82 744,738.82

2013 253,581.63 253,581.63

Total 6,900,468.90 6,900,468.90

This is currently paid by the council through a unitary charge (revenue budget).

The new role of technology, innovation and partnership manager has been developed to focus on any gaps there may be in funding. This could be through any of the following:

• RELEASE bid

• Pump priming

• Grant funding

• RIEP investment

• EU funding

• Capital Ambition


4.4 Service provision

Service transformation and support services management structure Technology and transformation service provision

Transformation programme office responsible for:

- The on going integrity of business cases for projects that have an impact across the transformation portfolio

- Forward planning and visibility of business impact of programmes

- Definition of required IT portfolio across ICT

- Ensuring benefits realisation tracking occurs

- Custodian of project management capability

- Internal support to the division

Strategy and innovation team responsible for:

- The development of the ICT and Information management strategies and policies

- Alignment of ICT with business strategies

- Identification of technologies that can be used to support the future enterprise architecture and business requirements

- Technology direction and contributing to the transformation agenda of the Council

- Development of Business Cases for ‘proof of concept’

- Benefits realisation mapping- Helping departments

move forward with their transformation and improvement programmes

ICT team responsible for:

- Establishing and maintaining strategic supplier relationships with any other partner

- Operational and financial performance of the ICT function and services provided

- The definition and management of operational service levels

- The interface for ICT and delivery of technology related solutions to the customer

- Custodian of technical architect capability within ICT

- The definition of the enterprise architecture and technical standards that are required to deliver the Council’s objectivesTPMO consists of:

Head of service x 1 FTE

Programme management officers x 2 FTE

Strategy and innovation consists of:

Head of service x 1 FTE

Technology, innovation and partnership manager x 1 FTE

Relationship managers x 5 FTE

ICT consists of:

Head of service x 1

Project delivery team - x 7 FTE

Service delivery team - x 24 FTE

Contract team - x 3 FTE

Enterprise & Info Architecture team - x 4 FTE

Aiden McManus

Director, service transformation and

support services

Yvonne Watson

PA to director

ICT partners

(external to Croydon Council)

Note: Parts of this structure may be subject to change as part of phase three consultation


The first two years: 2009-2011

Enquiries

PCT Disability Schools Shared Services External Agencies

Contact Centre (CC) The Web One Stop Shop

Office/Home working Systems Mobile working

Self Help Progress EngagementSubmissions & Payment

Customer

Bac

k O

ffice

Fro

nt O

ffice

Part

ners

&

Co

nsul

tees

Back Office Service Requests Tech

Ref

resh


4.5 ICT strategic plan – key milestones

Technology refresh – new telephony and hardware 3 3

Master data management phase one (system rationalisation) 3 3 3

Transition between CYPL and DASH systems 3 3 3 3

Investment in schools technology 3 3

OHMS decommissioning – new system/supplier 3 3

Automation

Master data management phase two (systems integration/creating single view of customer) 3 3 3

CRM system – development of current or procurement of new 3 3 3

Integrated children’s IT systems/data 3 3 3 3

Roll-out of EDRMS across whole council 3 3 3

Mobility

Roll-out of Croydon MOBI 3 3 3 3

Social worker mobile working project 3 3 3 3

Roll-out of information management strategy 3 3 3 3

Government Connect (GCSx) roll-out including encryption of all devices 3 3

Mobile working for wider organisation 3 3 3

Engagement/Collaboration

Development of online consultation tool 3 3 3

Further development of the Council’s main website 3 3 3

Skills development for citizens 3 3 3

Development of Croydon Youth Tube 3 3 3 3

Self-Service

Development of bookings and payments systems 3 3 3 3

Phase two of GIS 3 3 3

Increased access points across the borough 3 3 3

Performance and improvement

Development of sourcing strategy 3 3

Business process improvement activities 3 3 3 3 3

Benefits realisation mapping for all projects 3 3 3 3 3

2009

Them

e 1

2011

Them

e 3

2013

Them

e 5

2010

Them

e 2

2012

Them

e 4

Theme 1: Excellence in customer serviceTheme 2: Increasing access for our citizens and communitiesTheme 3: Transforming services for children and young peopleTheme 4: Increasing resources through efficiencyTheme 5: Enabling a high performing organisation

Infrastructure


4.6 Risk analysis

Risk Likelihood (L) Impact (I) L x I Proposed controls

Insufficient executive sponsorship 2 5 10 Ensure strategy has CMT approval and regular progress reports are given to DMTs through relationship managers.

Change in administration or business priorities means strategy no longer aligned with the Council’s focus

2 5 10 Ensure strategy aligned to wider corporate and community objectives – alignment with community strategy and corporate plan

Insufficient staff resources to deliver the strategy

4 5 20 Governance process must ensure consideration of staffing issues for all new projects and ensure a plan is in place. Projects should not be approved if a staffing place is not in place.

Scale of change is too great 4 5 20 Ensure that proposed programme is deliverable and maps into other programmes such as Transforming Our Space to ensure economies of scale.

Insufficient finance to deliver 4 5 20 Governance process must ensure a budget is in place which is part of a well developed business case. All costs must be considered, including ongoing maintenance and year on year costs. Projects should not be approved if funding is not in place.

Insufficient business involvement 2 5 10 Governance process must ensure that a clear business sponsor is in place for all projects and programmes.

Poor project management/control 1 5 5 Ensure projects are managed in line with the approved Council methodology (PRINCE2) and that projects are managed by exception to prevent projects stalling.

Sourcing strategy impacts on relationship and quality of delivery from current ICT outsourced provider

3 5 15 Ensure proper client management through contracts team. Governance process must ensure that any issues are escalated as quickly as possible, dependent on the severity of the issue.

9074

5

transforming croydon through technology · transforming croydon through technology 3 contents list...

Documents