Transcript Document

Appendix 1
ICT Strategy 2010-2014
ICT Strategy
2010 - 2014
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Vision
Ealing will be able to demonstrate that effective use of technology
and management of information has transformed the delivery of
services to the public and lowered operating costs.
Both staff and the public will be able to see what information the
council has in its custody and will be able to retrieve it easily,
provided they have appropriate authorisation. Individuals who have
expressed interest in a specific subject or location will be notified
whenever information changes or new material is added. Privacy
and security will be embedded in all aspects of operations. This
will be recognised by the public, who will feel that they can trust the
council with their personal information.
It will be easy to do business in Ealing. Flexible systems will
provide a choice of solutions and cost models. For staff simplified,
integrated, processes will inspire confidence in the underlying
technology and allow them to concentrate their efforts on striving
for excellence. The public, in growing numbers, will prefer to use
digital channels to contact the council to take advantage of 24hr
availability and the ease with which they can access services.
Improvements in data quality and reporting will ensure that
management decisions are based on good evidence and that
performance measurement can be relied upon. These
improvements will arise not just from technical innovation, training
and policy enforcement but from the development of a culture
throughout the council that recognises the value of information and
the importance of maintaining it accurately.
In summary the support ICT and Information Management offer to
staff will enable them to produce a profound change in the way that
Ealing manages its operations, and the way that the public
engages with it.
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Themes
Information Security
Enhancing information availability, security and accuracy and
complying with Government and good practice standards.
Lean Architecture
Providing a low cost, reliable, computing environment for the Council with the
flexibility to support innovative new ways of working internally and with our
suppliers and partners.
Empowering Staff
Providing the right tools for the job, and the capability to improve their
work procedures and service delivery.
Empowering the Public
Expanding the availability of convenient self-service choices and the ability
to add value to information the Council holds. Where mutually beneficial
leveraging Council ICT facilities to provide low-cost solutions for the
voluntary sector.
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Aims and Objectives
This strategy aims to:
• Provide one of the lowest cost ICT operations in London, with an upper
quartile user satisfaction rating. This position to be evidenced by benchmarking
in May 2012 and confirmed each year thereafter.
• Provide full support to the emerging customer service strategy by aligning the
skills and knowledge of customer service staff with modern IT applications and
a project delivery model that emphasises speed and value for money. The
intent is to stimulate demand for self-service amongst the public, and offer
attractive services that are cheaper for the council to deliver and more
convenient for the public to use.
• Provide customers and residents with a fulfilling experience when dealing with
the council through digital channels by delivering engaging content that is
customised for their needs and automatically updated.
• Provide staff with up-to-date office productivity software that is easy to
access, quick to respond, and that rarely fails.
• Ensure that small sites, home and flexible workers are not disadvantaged
in terms of ICT services and support.
• Consolidate service delivery applications that apply across the council while
providing flexibility to enable the use of niche applications that meet the needs
of a specific service.
The focus of the strategy is on shared services that benefit multiple departments.
Applications that support a specific service area will continue to be detailed in
the business plans and budget submissions for that area.
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Current Position
Spending
Squeezing assets and resources over the last four years has produced
significant savings, to the point where in the 2009 SOCITM benchmark
survey Ealing was reported to have one of the lowest cost ICT operations
amongst London Boroughs.
The cost of ICT in Ealing is at 1.4% of revenue compared to a London
average of 2.2%.
SOCITM noted that there is a correlation between spend on ICT and performance:
“Generally, those organisations with greater resources perform at a higher level.
This must reflect a commitment to ICT, greater levels of staffing which enables
higher standards to be in place and ability to buy better solutions.”
Discretionary spend (capital) over the period has been declining, with funds
primarily devoted to developing new system solutions. Major developments
include a single card payment solution, upgraded finance and HR solutions,
and expanded storage.
These deliveries were not without issues. Sponsors complained of higher than
expected costs and project slippages.
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Current Position
Satisfaction
An independent Customer Satisfaction Survey undertaken by SOCITM in 2009
rated Ealing ICT as the lowest performer in London.
This in part is due to the memory of a period of instability in the network for
some weeks prior to the survey but also reflects discontent with an ageing network
and desktop applications that are out-of-date.
Users also raised concerns about service levels attained by our suppliers and the
responsiveness of the Service Desk.
Comments from participants included the following:
“I am really surprised at how antiquated the email system is and would
expect an organisation of this size to be using Outlook Exchange. GroupWise is
totally ineffective and cumbersome and really does not have the functionality
required for today. Also the Microsoft Office suite is extremely old,
I would expect that again a new version would be available.”
“Hardware outdated and not fit for purpose. Too much downtime.”
“Much greater importance needs to be placed on ensuring that remote sites,
as well as the main buildings, have fully functioning ICT and that their problems
are resolved rather than, apparently, being considered unimportant and
left for months.”
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Current Position
Infrastructure
Ealing has 3,500 PC’s located in 54 sites around the Borough and some 400
laptops. The majority of desktops are located in Perceval House, where a
population of 2,200 seats are all available to any user (hot desks). 3,000 of
the PC population are in their 6th year and are overdue for replacement.
The PC’s are connected to a purpose-built Data Centre constructed six years ago
that houses 200 servers running 134 applications. The Data Centre is
constructed to be resilient to threats, with protection against fire,flood and power
loss. An alternate Data Centre is available should an emergency arise.
Storage is provided by an IBM SAN which has a capacity of 79TB. This
device currently hold over 15m documents.
A network connects 50 small sites to Perceval House and the larger offices at
Greenford, Ruislip Road, Westgate and Acton Town Hall. Diverse routing
provides a measure of protection against network loss for the large offices.
The telephone system communicates over the same network as the data (VOIP)
providing a low cost solution to telephony and handling 28m calls per year. Over
600 staff have council supplied mobile phones, and 40 are Blackberry users.
The principle productivity software in use is Microsoft Office 2000. eMail is
provided by Novell Groupwise, which handles some 23m mails per year.
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Current Position
Challenges
We have a complex and ageing infrastructure that is failing to meet the
expectations of our users for modern, flexible and reliable systems. While
this delivers low costs for operations, it also means high cost for development
and change which act as a block on innovation and business improvement. This
aspect is a challenge that the forward strategy must address.
We have a comprehensive range of market-leading solutions in place that have
yet to reach their full potential; relatively low levels of investment in user training,
skills development, and deployment projects can reap significant rewards.
We have technical capabilities that have yet to be stretched. The telephone
system is capable of voice response, instant messaging, conferencing, voice-to-PC
and automated switching based on knowledge of where users are and the best
channel to reach them.
To capitalise on our technology capabilities and extract maximum value from
past investments it is vital for ICT to win the trust of service areas and their
involvement in identifying opportunities, devising solutions and progressing
them through to completion.
In April 2011 a decision will need to be taken on the Groupwise eMail system.
This strategy proposes moving to an external hosted email solution with a
Microsoft Outlook client to provide increased reliability and reduced operating
costs.
Information security is a major challenge for all areas of ICT as central government
requirements mature. Non-compliance with security standards would result in
withdrawal of key services and the risk of significant fines.
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Future Trends
The pace of technology change shows no signs of abating. Several advances
are emerging now that will come to prominence over the life of this strategy
and will present opportunities to Ealing.
Cloud Computing
Cloud computing is a term used to describe the evolution of computer services
from dedicated servers to a shared cluster of devices. Instead of running
applications on a PC the user accesses an application available from a central
point, usually on the Internet, hosted by a specialist provider who charges
only for the service used. This could mean lower costs for the Council
because the provider benefits from being able to locate services where they
are cheaper, and can maximise utilisation because a larger pool of users share
the resource. These savings are passed on to the user. It also offers the
potential to be able to run applications from anywhere using mobile devices
like iPhones and PDA’s. Development will see the availability of systems
with the look and feel of a desktop contained in a browser window – opening
opportunities to provide computing to those who cannot afford a PC.
Central government has already announced plans for the creation of a public
sector focused cloud running a portfolio of applications likely to meet the needs
of councils and that will offer a 25% reduction in cost. Delivery is expected to
start this year (2010) and become widely available by 2014.
Smartphones
There has been explosive growth in the take-up of Smartphones, iPhones,
Blackberry’s and their equivalents. These devices offer web access, satellite
linkage, the ability to pay for small purchases and ‘Apps’, small tightly
focused applications often developed by interested amateurs. These products
bring an opportunity for innovative ways of engaging with the public and a
route to bridging the Digital Divide.
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Future Trends
Content Management
A Content Management System (CMS) is an application that organises
publication of material to a web site. It formats content for display and
manages version control and navigation.
Development in the market is focused on combining the publication function
with the document storage capabilities of an Electronic Document and Records
Management System(ERDMS).
This eases the task of maintaining content and enables web site users
to directly access documents that are held for public view in the ERDMS.
Users that register with the CMS can be notified whenever information they
are interested in changes. Integration with eForms applications also eases the
task of creating both free-standing forms and those integrated with back office
applications. These are capabilities of particular interest to Ealing as they
have the potential to attract customers to the lower cost delivery channel that the
web provides.
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Strategy
Key Elements
Implement Thin Client and Virtualisation of servers creating an Ealing
‘Cloud’. Start deployment in small sites (2010), then major sites and
Perceval House (2011). Convert 100 servers per year to virtual equivalents.
Deploy Windows XP across the estate, with Office 2007 and a low-cost
option of Open Office (2010). Offer Windows 7 and Office 2010 by 2013.
Rationalise applications, migrating to best of breed and bringing versions to
the latest level available (2010/2011).
Investigate the feasibility and cost advantages of migrating email to a hosted
‘cloud’ provider offering Outlook as the front-end client (2010). If, as
expected, this approach is feasible commence migration by Spring 2011.
Resolve Managed Service contract performance issues and cost model for
developments (2010).
Develop an effective communication route to staff for policy distribution
and training (2010). Identify a pool of Information Asset Owners across
the Council to lead improvement in information security and rationalisation
of legacy document stores (2011).
Support channel migration with a replacement Content Management System,
Customer Relationship Management System and interactive forms (2011) to
automate the life cycle of a service request. This will include the
development of a Smartphone channel.
Consolidate and combine information and data sets for publication to the
public and staff as a spur to process improvement (2011/2012).
Develop and support tools for end-user initiated process improvement
(2012/2013).
Migrate to the Government Cloud when it becomes available (2014).
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Strategy
End-User Platform
Ealing has 3,500 PC’s located in 54 sites around the Borough and 400 laptops.
The majority of desktops are within Perceval House, which accommodates
2,200 staff in a hot-desk environment. The bulk of these PC’s are over five
years old and overdue for replacement.
The desktop operating system in use is Windows 2000, with Office 2000
providing the application layer for the majority of the devices. Both are now out
of support by Microsoft.
Replacing PC’s over 5 years old on a like-for-like basis and loading XP and
Office 2007 on them would cost £2.5m. Better value can be had from migrating
to thin client. These are small devices that have no moving parts, memory or
processor. They are therefore much cheaper to purchase than a PC and have
a life of up to 20 years. This life, coupled with a power consumption that is a
fraction of a PC, make a significant contribution to the carbon footprint reduction
programme.
All the processing capability operates from central ‘virtual’ servers. This means
lower support costs, more flexibility, faster start-up and an inherently more secure
way of operating. It also means that the user can access their own ‘virtual’ PC
using any product with a web browser, including their home PC and hand-held
devices.
The strategy proposes replacing the majority of the PC estate with thin clients,
starting with small sites in 2010 and completing Perceval House by Spring 2012.
Small sites are picked as a priority because of the immediate gain they will
receive from the lower network demands of thin client.
As Windows 2000 is now out of support by Microsoft upgrade to XP is also
a priority and will be deployed on all desktops by the end of 2010.
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Strategy
End-User Platform (continued)
Upgrade of the office productivity suite from Office 2000 is also a priority as
it too is out of support. Migrating to Office 2007 will come at the price of a
significant increase in license costs and annual maintenance charges of
around £400,000 per year. An alternate approach is to limit the deployment of
MS Office to those users dependant on its features, providing a Open Source
(free to use) product such as Open Office for the rest.
eMail
The current eMail system is Groupwise, which handles some 23m mails
per year. The existing contract expires in 2012 and either a renewal for a further
three years will be required or a decision will need to be made to migrate to
an alternative by spring 2011.
eMail of sensitive information requires users to be authorised for access to
the Government secure mail network (GSI), the Criminal Justice or NHS secure
mail network. Role-specific secure mail solutions are likely to continue
to proliferate; the London Ambulance being the latest to seek a secure
communications link to councils.
For eMail other than secure mail routes mentioned above the recommended
approach is to investigate migration to a cloud mail solution. Combined
with the increased usage of secure mail solutions, the potential to deploy
Instant Messaging for internal communications, and the ability to store
important eMails in the ERDMS solution, the use of a cloud mail solution
promises lower costs and higher reliability.
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Strategy
Virtualisation of Servers
In the current approach to application hosting each application has its own
dedicated servers (test, development and live) resulting in a sizeable inventory
currently of 200 servers. Many of these use a fraction of their available capacity
and generate utility and support costs that can be avoided by squeezing more
applications onto fewer servers. Virtualisation is a software solution that enables
this to happen, potentially reducing the estate down to 15 virtual devices.
Fewer devices means lower support costs, lower technical refresh costs, and
a reduced carbon foot print as less power is consumed. The strategy recommended
is to transition to virtual servers over the life of the strategy as part of a technical
refresh programme, targeting 100 servers per year. Adding automated power down
of servers when not in use to the virtualisation strategy should result in power
savings of 60% on current levels.
Networks
Ealing has a modern Unified Communications solution in place that is
currently under-utilised. Upgrade to the latest version will provide Instant
Messaging (reducing email traffic and storage), video conferencing,
intelligent switching of calls, voice-to-PC.
The underlying network, which is shared by both voice and data, is extensive
and has the capacity to meet current needs. Under the terms of the current contract
all components of the network other than the cables themselves are due to be
replaced in 2012 at the vendors expense.
Our strategy is to leverage the existing investment by promoting its
capabilities to staff and providing training.
Home and flexible working solutions are already available that provide access
to the Ealing network via a browser. Demand for access is expected to increase
considerably over the life of the strategy; Ealing has 2 home workers compared
to an average 240 in other Boroughs, and flexible working to mitigate against
disruptive events (like snow days) is of benefit to both staff and management.
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Strategy
Networks (Continued)
Demand for mobile solutions has been raised by several services, who
see significant productivity gains arising from reducing the requirement
for field workers to visit council offices to perform their computing
tasks. Solutions are readily available that use the 3G network.
There is also a significant opportunity to converge the Ealing and
Parking CCTV networks, with the CCTV devices providing wireless
hot spots for council staff use, supplemented with wide coverage
devices for open areas and additional hot spots where CCTV isn’t in use.
This ‘mesh’ network will provide wireless mobile capability at lower cost
than 3G.
Storage
Storage is provided by an IBM XIV SAN with a capacity of 79TB that has 60%TB
remaining unused. The SAN holds 15m documents, with growth in demand
of 40% per year. Full capacity is expected to be reached in 2012 if no action is
taken to reduce storage demand.
Measures proposed for eMail (transition to a cloud solution, alternate
means of managing inter-office communications, ability to store mail in ERDMS,
and mail box size limits) will do much to address future growth. But this will need
to be coupled with user education and training, particularly in the execution of
document retention standards.
Even with these measures in place it is likely that additional storage will
be necessary by the end of 2013 as average file sizes increase due to the growing
use of graphics, pictures, and video material.
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Strategy
Compliance
Following a series of highly publicised losses of personal data from government
bodies in recent years, the growing incidence of card payment fraud and identity
theft, and the impact of virus attacks, there is a now a sustained focus on
information security. The Council has always taken this threat seriously but
now has the added impetus of substantial fines and withdrawal of critical services
that would result from not meeting standards and regulations applying to this
area. The key areas of development planned over the life of the strategy are
shown below.
Protection of the Network
End Point Security is the term used to describe a package of software solutions
that monitor the entire network reporting suspicious events, reacting to security
threats and applying Council policy on information security. A council policy for
example that bars the use of memory sticks on anything other than an Ealing device
can be implemented by EPS which will recognise the alien device and block it
from access. The software can also identify applications that are not at the latest
level of patching recommended by the supplier and apply automatic updates. It
also provides reporting that shows all applications executed on the network and the
device that initiated them, helping ICT to identify unlicensed software usage.
These facilities are a mandatory requirement for agreement to allow Ealing to take
payments by card (PCI DSS), or connect to central Government facilities
(Gov Connects). The programme to implement EPS is funded and will deploy in
2010.
Protection of Information
The Council is also required to follow Government guidelines for protectively
marking documents containing sensitive information and applying rules as to how
such documents must be handled. Technologies involved include encryption,
and creation of a secure file transfer route for documents passing outside the
Ealing network. The major element though is training of the workforce to
recognise the circumstances when protective marking needs to be applied and to
treat marked documents in the way that the author intends.
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Strategy
Leverage of Corporate Applications
Ealing has a significant portfolio of core applications that are under utilised
and that can have a beneficial impact on the organisation:
ERDMS (Document Management) manages document storage and indexing but
also has the ability to manage the flow of information through a process. TIBCO
middleware is a powerful integration tool that can also be used to create
interactive eForms to aid channel migration (especially if combined with a
modern Content Management System and Unified Communication network) .
With training these and other tools in the portfolio can be developed by end-users
themselves to improve and innovate their work processes.
Data & Information Management
There has been a huge amount of work and research undertaken in recent years
into the use of data by government. The work has resulted in many councils
implementing projects focused on providing customer insight, for example, or the
development of Local Information Systems to provide access to small area data
and performance information. The main aim of these projects is to use data to
help improve the planning and monitoring of services and in addition to provide
transparency relating to the performance of the council. In the course of the last
year the environment has evolved considerably mainly due to the success of
campaigns such as the ‘Free Our Data’ campaign organised by the Guardian
Newspaper and the ‘Open Data’ initiative.
The roots of these campaigns lie in the success of the open source movement
where freedom, collaboration and the belief that openness facilitates innovation
and enterprise. Evidence already suggests that through adopting this model and
applying it to data management and data managed by the council that there are
significant efficiency gains to be made. More importantly however, the way the
council engages with third parties, businesses and the public will be transformed
and will result in unexpected reuse where data is used to develop new
applications, new businesses and new channels through which to involve the
public in the democratic process. The aim of this strategy, therefore, is to adopt
these principles and to move the council towards an open data model of
operation.
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Summary
Ealing has an estate of servers and PC’s which must be refreshed during the course
of the strategy period. This strategy offers an approach that gains the best
value-for-money for the capital investment required to renew the infrastructure.
It does this by making fewer servers work harder (virtualisation), by moving spare
capacity on the desktop to central servers (thin client), and by leveraging the cost
efficiencies offered by specialist suppliers of shared service (cloud computing).
The gain for the Council is that the following benefits are achieved for the same cost
as a like-for-like replacement of the infrastructure components
For customers
• More online services available through more routes (iPhone, PDA etc)
• Fast access to council documents stored in ERDMS
• Data available to enable new information reports to be created
For staff
•
•
•
•
•
•
Upgrade to XP and Office 2007 by 2010 and Windows 7, Office 2010 by 2013.
Outlook Mail
Faster start-up and applications response, particularly from small sites and home
Support for home and mobile working
Improved reliability
Modern, integrated, applications for office productivity
For services
• Capability to deploy eForms and workflow for process and service delivery
improvement
• Records & Document Management - easier to find and share documents
For the Council
• Sustainable low cost for ICT, reduced power consumption
For the Environment
• Significant reduction in carbon footprint
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