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Figure 1 Figure 1 Document Transcript

  • ICT Strategy Enabling the Glasgow City Council e-Government Strategy Strategy Product Version 0.4 (Draft) Transformation in Partnership
  • Contents 1 INTRODUCTION..................................................................................................... 6 1.1PURPOSE...................................................................................................................................6 1.2SCOPE......................................................................................................................................6 1.1.1 Scope Inclusions...................................................................................................................................................6 1.3STAKEHOLDERS............................................................................................................................8 2 APPROACH TO ICT STRATEGY WITHIN ACCESS.....................................................10 1.4STRATEGY DEVELOPMENT WITHIN ACCESS.........................................................................................11 1.5STRATEGY CONSULTANCY AND ADVICE WITHIN ACCESS...........................................................................11 1.6STRATEGY COMMUNICATIONS WITHIN ACCESS.....................................................................................12 1.7STRATEGY GOVERNANCE WITHIN ACCESS..........................................................................................12 1.8ADOPTION OF ENTERPRISE ARCHITECTURE AS THE BASIS FOR ICT STRATEGY.......................................................12 2.1.1 Enterprise Architecture Layers..........................................................................................................................13 2.1.2 Enterprise Architecture Framework..................................................................................................................18 2.1.3 Enterprise Architecture Reference Models (Blueprints)...................................................................................19 3 STRATEGIC DRIVERS............................................................................................. 20 1.9BUSINESS VISION .......................................................................................................................20 1.10 BUSINESS OBJECTIVES................................................................................................................21 1.11BUSINESS CONSTRAINTS..............................................................................................................22 1.12EXTERNAL INFLUENCES................................................................................................................24 3.1.1 E-Government Interoperability Framework......................................................................................................24 4 CURRENT SITUATION........................................................................................... 25 1.13CURRENT APPLICATION SITUATION...................................................................................................25 1.14CURRENT INFRASTRUCTURE SITUATION..............................................................................................27 4.1.1 Current Server Estate.........................................................................................................................................27 4.1.2 Current Domain and Directory Services ...........................................................................................................28 4.1.3 Current File and Print Services..........................................................................................................................29 4.1.4 Current Messaging Services...............................................................................................................................29 4.1.5 Current Desktop Estate......................................................................................................................................31 4.1.6 Current Printer Estate........................................................................................................................................31 PRINCIPLES............................................................................................................ 33 1.15BUSINESS PRINCIPLES.................................................................................................................33 1.16SERVICE PRINCIPLES...................................................................................................................41 1.17SECURITY PRINCIPLES .................................................................................................................44 1.18DATA PRINCIPLES.....................................................................................................................50 1.19APPLICATION PRINCIPLES.............................................................................................................56 1.20INTEGRATION PRINCIPLES.............................................................................................................59 1.21INFRASTRUCTURE PRINCIPLES.........................................................................................................60 ICT Strategy Page 3 of 152
  • RECOMMENDATIONS ...................................................................63 1.22SECURITY RECOMMENDATIONS.......................................................................................................63 4.1.1 Channel Security Capabilities............................................................................................................................64 4.1.2 Application Security Capabilities.......................................................................................................................65 4.1.3 Data Security Capabilities..................................................................................................................................66 4.1.4 Integration Security Capabilities........................................................................................................................67 4.1.5 Infrastructure Security Capabilities...................................................................................................................68 4.1.6 Physical Security Capabilities.............................................................................................................................69 1.23APPLICATION RECOMMENDATIONS...................................................................................................71 4.1.7 Interaction Channels Capabilities......................................................................................................................73 4.1.8 Business Management Capabilities...................................................................................................................84 4.1.9 Specialist Recommendations.............................................................................................................................97 4.1.10 Platform Recommendations..........................................................................................................................104 1.24DATA RECOMMENDATIONS.........................................................................................................109 4.1.11 Business Intelligence Capabilities..................................................................................................................109 4.1.12 Knowledge Management Capabilities...........................................................................................................111 1.25INTEGRATION RECOMMENDATIONS.................................................................................................113 4.1.13 Channel Integration Capabilities...................................................................................................................113 4.1.14 Data Integration Capabilities.........................................................................................................................114 4.1.15 Process Integration Capabilities....................................................................................................................115 1.26INFRASTRUCTURE RECOMMENDATIONS.............................................................................................118 4.1.16 Sharing Capabilities.......................................................................................................................................119 4.1.17 User Device Capabilities................................................................................................................................120 4.1.18 Hosting Capabilities.......................................................................................................................................121 4.1.19 Storage Capabilities.......................................................................................................................................123 4.1.20 Remote Connectivity Capabilities..................................................................................................................124 4.1.21 Fixed Connectivity Capabilities......................................................................................................................125 4.1.22 Mobile Connectivity Capabilities...................................................................................................................126 .............................................................................................................................................127 5 CURRENT TRANSITION INITIATIVES....................................................................128 5.1.1 Launch of the Enterprise Service Centre.........................................................................................................128 5.1.2 Infrastructure Transformation ........................................................................................................................128 1.27 APPLICATION TRANSFORMATION .................................................................................................129 6 CURRENT STRATEGIC OPPORTUNITIES..............................................................131 1.28OFFICE IMPROVEMENT PLAN.......................................................................................................131 1.29VEHICLE TRACKING BUSINESS REQUIREMENTS....................................................................................131 1.30LAND AND ENVIRONMENTAL SERVICES BUSINESS REQUIREMENTS...............................................................131 ICT Strategy Page 4 of 152
  • 1.31CORPORATE ADDRESS GAZETTEER INTEGRATION......................................................132 7 STANDARDS....................................................................................................... 133 APPENDIX A – CURRENT TRENDS.........................................................................134 1.32SECURITY TRENDS...................................................................................................................134 1.33DATA TRENDS.......................................................................................................................135 1.34APPLICATION TRENDS...............................................................................................................136 7.1.1 Collaboration Application Trends....................................................................................................................137 7.1.2 Business Application Trends............................................................................................................................141 7.1.3 Integration Trends...........................................................................................................................................143 1.35INFRASTRUCTURE TRENDS...........................................................................................................145 7.1.4 User Device Trends..........................................................................................................................................145 7.1.5 Server Trends...................................................................................................................................................146 APPENDIX B – GLOSSARY OF TERMS....................................................................148 APPENDIX C – REFERENCES.................................................................................. 151 ICT Strategy Page 5 of 152
  • 1 Introduction This document sets out an ICT Strategy that describes key technical recommendations for the Services provided to Glasgow City Council. The key strategy will underpin the Council’s own e- Government strategy which sets out how the Council will leverage technology to improve and transform its Services and the City. This ICT Strategy documents the transformation of ICT, specifies principles and standards that will be used as the basis for governing conformance with the strategy and provides recommendations for how ICT can be used to transform Council services. 1.1 Purpose The purpose of the ICT Strategy is to provide the stakeholders listed in the next section with a view of how the Services provided by ACCESS to Glasgow City Council will evolve to support the transition of the Council’s own Business and Services. It will be used to assure that ACCESS leverages the latest and most appropriate technology to deliver business requirements and to minimise cost of ownership to the customer by focusing on consistency, re-use, and the use of best of breed ICT technology. It will be used to communicate the strategy to customers within Glasgow City Council to demonstrate how the ICT services will evolve to support their future needs and will be used within ACCESS to communicate to development and support teams the strategic direction for the ICT Services and will form the basis for assuring (through governance procedures) the delivery of the ICT Strategy. 1.2 Scope 1.1.1 Scope Inclusions This document describes the ICT Strategy for the ICT Services provided by ACCESS to Glasgow City Council and its Affiliates. It provides technology recommendations for:- ICT Infrastructure • The server side (application and web hosting, storage, backup and restore, etc) • The client-side (user devices) such as personal computers, mobile devices, etc. • Voice and data communications (fixed and mobile) • Software Applications ICT Strategy Page 6 of 152
  • • Desktop/office applications • Business applications (e.g. Finance, Human Resources, etc) • Specialist applications • ICT Security • Authentication, logging and auditing ICT Strategy Page 7 of 152
  • 1.3 Stakeholders The following stakeholders have been identified for the ICT Strategy and they have the following interest/concerns:- Table 1 ICT Strategy Page 8 of 152
  • STAKEHOLDER Third party Council partner for Service (e.g. Health) ACCESS Partners and Suppliers IT Function of Council Affiliate ACCESS Employees Council Services Councillers Citizens NEED Understand the technologies that are available to Glasgow City Council to deliver transformation of its services a a a a a a a To gain an understanding of the business reasons and justification of the approach that ACCESS has to delivering ICT a a a a a a Services on behalf of Glasgow City Council Understand how ACCESS is focussed on delivering high-standard and high-quality services to the Council and (where applicable) a a a a a it's affiliates and partners Understand the value-add of the ACCESS Joint Venture with respect to blending Public/Private experience (and in particular familiarisation with Glasgow City Council) to deliver a coherent a a a a technology strategy aligned to the Council's e-Government Strategy Understand the extent of the ACCESS ICT Service portfolio and the technology direction of this portfolio a a a a Understand how ACCESS can enable interoperability with National Projects a a a Understand the basis to which ACCESS selects the most appropriate technologies and makes recommendations to deliver business benefit aligned to business objectives to Glasgow City a a a a a a Council (and affiliates and partners for service) Understand how ACCESS governs its ICT Strategy to ensure that ICT Service developments are aligned to the ICT Strategy and therefore (by implication) the Council e-Government Strategy a a a a a Understand how ACCESS can deliver value for money through implementation of a strategic approach a a a a a Understand the framework within which suppliers and partners must conform within to be integrated within ICT Services provided a a a by ACCESS where ICT products fit within the ACCESS ICT portfolio Understand and strategy a a ICT Strategy Page 9 of 152
  • 2 Approach to ICT Strategy within ACCESS ACCESS regards the management of the ICT Strategy as a Business As Usual activity rather than an adhoc activity upon request. “Strategy and Governance” is described as a core function of the ACCESS Operating Model and the approach described within this section are underpinned by Policy, Processes and Procedures within the ACCESS Quality Management System. The capability is delivered by a Strategy and Governance team that draws upon the public and private sector with skills, knowledge and experience of ICT Strategy development, ICT Architecture and Glasgow City Council’s ICT environment as well as Scottish and UK Government ICT projects. This approach to delivering and managing Strategy is summarised in Figure 1 STRATEGY COMMUNICATIONS STRATEGY STRATEGY CONSULTANCY GOVERNANCE AND ADVICE STRATEGY DEVELOPMENT STRATEGY STRATEGY REQUIREMENTS CHANGE MANAGEMENT MANAGEMENT RESEARCH AND TREND ANALYSIS Figure 1 Approach to ICT Strategy within ACCESS Figure 1 provides an illustration of the approach that ACCESS has adopted to ICT Strategy. The following sections describe in more detail how ACCESS manages these aspects of the ICT Strategy ICT Strategy Page 10 of 152
  • 1.4 Strategy Development within ACCESS At the heart of the method is the development of the Strategy which includes the analysis of the business vision, strategy, objectives and constraints (as described in the Council Plan [1] and e-Government Strategy [2], in the case of Glasgow City Council), internal ICT Service Plans, analysis of technology industry trends, and ICT suppliers’ roadmaps and developing a strategy that matches the business strategy to technology to realize the maximum business benefit to the Council. The output of this exercise is:- The ICT Strategy This document (which serves as an aide to communicate the Strategy) Principles and Standards Which define the constraints which ACCESS will place onto the development of ICT services within ACCESS to enable the strategy. Recommendations Technology Recommendations for delivering ICT Capabilities that can be used to underpin business objectives. Reference Models Blueprints that provide the ACCESS development community and ACCESS customers with a view of what the ICT services will look like at a point in time. Metrics Measures of how mature the actual ICT Services are with respect to the ICT Strategy 1.5 Strategy Consultancy and Advice within ACCESS ICT Strategy Page 11 of 152
  • ACCESS has the capability to provide Consultancy and Advice on its Strategy to any of the Stakeholders. In particular ACCESS provides regular advice and consultants to its employees involved in developing services. 1.6 Strategy Communications within ACCESS Communications is a key aspect of Strategy and Governance as the primary purpose of the Strategy is to help the Stakeholders of the Strategy understand and comprehend the Strategy and its implications. 1.7 Strategy Governance within ACCESS ACCESS is particularly focussed on establishing strong governance to underpin its ICT Strategy to assure that the development of ICT Services is aligned to the ICT Strategy. A primary mechanism to achieve this is the introduction of Quality Gates into the development process to assure the development of ICT Services across the following dimensions:- Commercial Assurance – Assurance of Business Benefit Realisation and Total Cost of Ownership Service Assurance – Assurance that the ICT Services ACCESS delivers are not compromised, and indeed that developments focus on improving service Technical Assurance – Assurance of conformance with the ICT Strategy and Enterprise Architecture Supply Chain Assurance – Assurance that developments minimise unnecessary contractual impacts on suppliers and avoid unnecessary expansion of the supply chain. In addition to the quality gates, ACCESS is evolving its service development model to enable increased alignment to the ICT Strategy/Enterprise Architecture and to achieve greater reuse of existing Capability Standards. 1.8 Adoption of Enterprise Architecture as the basis for ICT Strategy ICT Strategy Page 12 of 152
  • ACCESS has adopted Enterprise Architecture as the basis for achieving Business/ICT alignment within the ICT Strategy. The ACCESS Enterprise Architecture is based upon industry best practice frameworks such as the Zachman Framework [3] and TOGAF (The Open Group Architecture Framework) [4]. The use of the term “Architecture ” within the context of ICT Strategy has emerged over the last decade and serves the same purpose as the traditional use of the word within the building trade. Architecture provides a blueprint of which multi-disciplinary teams can all use as the basis for building towards the customer’s strategic vision, ensuring that the output from different teams integrates with each other and delivers a cost-efficient and fit for purpose solution that fits within the overall strategy. The use of the word “Enterprise ” within the phrase “Enterprise Architecture” represents the close alignment of business and ICT. Thus, by providing a holistic approach to defining business and ICT strategies, Enterprise Architecture has (in recent years) proven to provide a solid basis for defining ICT Strategies that are closely aligned to Business Strategies The ACCESS Enterprise Architecture consists of three elements:- • Enterprise Architecture Layers • Enterprise Architecture Framework • Enterprise Architecture Reference Models (Blueprints) 2.1.1 Enterprise Architecture Layers In general, the scope of Enterprise Architectures is deliberately large and all-encompassing. It is intended to provide a coherent blueprint across the business organisation and processes, services, security, software applications, operating systems, database technologies, server technologies, desktop and mobile computing technologies, and communications and connectivity technologies. Consequently it is necessary to decompose the Enterprise Architecture into discrete (but connected) layers that reflect a portion of the overall Enterprise that can be managed as self contained components. These layers can be considered as ICT Strategy Page 13 of 152
  • architectures in their own right. Thus the overall Enterprise Architecture is built up from a number of discrete but interdependent architectures. There are various standards and frameworks available across the industry for decomposing the enterprise into layers. ACCESS has adopted The Open Group Architecture Framework (TOGAF) [4] as the basis for its Enterprise Architecture but has adopted it (and extended it) to tailor it to the ACCESS Business Model. The layers adopted by ACCESS are summarized below:- ICT Strategy Page 14 of 152
  • Business Security BUSINESS LAYER OUT OF SCOPE Business Services (see Glasgow City Council Application Security e-Government Strategy) APPLICATION LAYER Application Services Data Security DATA LAYER Data Services Integration Security INTEGRATION IN SCOPE LAYER Integration Services Infrastructure Security INFRASTRUCTURE LAYER Infrastructure Services Property Security PROPERTY LAYER Property Services Figure 2 - Enterprise Architecture Layers Business Architecture Layer ICT Strategy Page 15 of 152
  • The top layer of the Enterprise, the Business Architecture provides the blueprint for the business vision, drivers and constraints, business capability, process and organisation. The business layer of the Enterprise Architecture is out of scope for this document as it represents the Council’s own organisation, however the business vision, drivers and objectives of the Council from the Council e-Government Strategy [2] and Council Plan [1] are captured as the primary inputs into the ICT Strategy. Service Architecture Layer A layer that is perpendicular to many of the Enterprise Architecture Layers, the Service Architecture defines the blueprint for the exposure of Service between organisational boundaries, the provision of service to customers and the consumption of service from suppliers. It provides the blueprint in terms of Service Management considerations. The layer is considered as a vertical layer because ALL layers of the enterprise can be used to deliver service to customers or can contribute to the delivery of service to customers Security Architecture Layer Another vertical layer of the Enterprise Architecture, the Security Architecture provides the blueprint for Information Security across all layers of the Enterprise. By including security as a layer within the Enterprise Architecture ACCESS is bringing security to the forefront of its ICT strategy and governance to ensure that Information Security is built into its services as a matter of course and in a calculated and coherent manner. Application Architecture Layer Sitting beneath the Business Architecture layer but above the Data Architecture layer is the Application Architecture. The Applications Architecture provides the blueprint for the software applications utilised within the business layer. The scope of these software applications includes all software, including office applications, business applications, communications and messaging applications as well as specific software applications required to deliver particular services. It describes the functionality provided by the software applications estate and contains the catalogue of the complete set of software applications leveraged across the business together with the functionality that they provide. The Application Architecture will ICT Strategy Page 16 of 152
  • provide the roadmap for how software applications will evolve to reduce costs, improve quality and deliver the business strategy. Data Architecture Layer ACCESS has deliberately introduced the Data Architecture layer into the Enterprise Architecture to enable ACCESS and its customers to manage information as a corporate asset by providing an enterprise-wide approach to information management. The Data Architecture layer will provide a corporate data model which will describe information from an enterprise wide perspective and will contain reference models of how the data entities described in this model are managed across the application architecture. The Data Architecture layer will also provide an enterprise-wide blueprint for Master Data Management and Business Intelligence. Integration Architecture Layer Traditionally disparate applications have been integrated in an ad-hoc manner using a variety of technologies (centred on batch file integration). This can result in an ever increasing complex network of point-to-point integrations resulting in the daisy-chaining of information across multiple applications (rather than sourcing data from a master repository), data inconsistencies, latency, high cost of ownership, unnecessary complexity, inflexibility and fragility in the Application Architecture and Business Architecture. To raise the focus on the problems of point-to-point integration and to begin to establish an enterprise-wide approach leveraging real-time transactional integration technologies such as Enterprise Application Integration (EAI) or Enterprise Service Bus (ESB), ACCESS is introducing an Integration Architecture Layer. This Layer will provide an integration blueprint that will underpin goals of the Business Architecture, Application Architecture, Data Architecture, Service Architecture and Security Architecture. Infrastructure Architecture Layer The Infrastructure Architecture provides the blueprint for the underlying physical ICT Technology that is used to process and store applications and information. It provides the blueprint for server technology, storage technology, communications and connectivity ICT Strategy Page 17 of 152
  • technology, as well as user devices such as laptop and desktop computers and mobile devices. Property Architecture Layer The Property Architecture provides the blueprint for facilities and properties. The incorporation of property as a unique layer within an Enterprise Architecture is aligned to the objectives to achieve synergies between property and ICT. It is rare for Enterprise Architectures to include property and therefore represents a step beyond industry best practice that is currently unique to ACCESS. 2.1.2 Enterprise Architecture Framework The Enterprise Architecture Framework provides a structure for describing and defining the framework to which ICT development should be constrained and contains:- • A set of Principles (defined from the Council’s Business Objectives) that provide the basic rules for ICT Service Development within ACCESS • A high level definition of the capabilities provided by the Enterprise Architecture • A set of standards that outline the preferred technologies (and standard configurations) to deliver the capabilities in a consistent and coherent manner • A set of measures that can be used to measure compliance, conformance and maturity of the ICT Services against the Enterprise Architecture This is summarised in the below illustration:- ICT Strategy Page 18 of 152
  • BUSINESS OBJECTIVES Describe what the business wants to achieve CAPABILITIES MATURITY METRICS PRINCIPLES Provide the indicators of Describe the “functionality” Describe the implications of conformance and Provided by each layer of the the Business Objectives to performance of Capabilities Architecture. i.e. Provides the each layer of the Architecture portfolio of functionality against the Criteria of and define a set of high level Business Objectives, delivered to the business “Rules” Principles and Standards STANDARDS Describes the standard solutions and methods that will be used to deliver Capabilities based upon the Principles Figure 3 - The Enterprise Architecture Framework 2.1.3 Enterprise Architecture Reference Models (Blueprints) The primary challenge for any ICT Strategy is the ability to articulate the relationships to business benefits at one level and to articulate sufficient detail to make a practical difference on a day-to-day operational basis when technology decisions are being made on a regular (if not continuous) basis. Understanding the complex relationships between (and within) objectives, principles, standards, and how they relate to actual people, processes, information and technologies across all of the layers (Business, Service, Security, Applications, Data, Integration, Infrastructure and Property) can appear to be an overwhelming challenge. Indeed it is a challenge that most people in an organisation grapple with on a day-to-day basis. To address this ACCESS has adopted an Enterprise Architecture Modeling Tool in which the complex relationships and dependencies can be modeled and therefore managed, presented and communicated in a manner that can be understood across organizational boundaries. ICT Strategy Page 19 of 152
  • 3 Strategic Drivers This section describes the inputs that have been considered as the driving forces behind the ICT Strategy. Consequently the Drivers for the ICT Strategy bring together both the business Drivers (e.g. Business and Service Vision, Objectives, Strategy, etc) with ICT Technology Trends and Best Practice. The intention of the ICT Strategic Drivers is to ensure that the ICT Strategy has (on an ongoing basis) remains “Continuously Business Relevant” BUSINESS AND SERVICE VISION & OBJECTIVES EXTERNAL ICT TRENDS INFLUENCES STRATEGY CURRENT SITUATION Figure 4 - ICT Strategic Drivers 1.9 Business Vision The business vision and business objectives of Glasgow City Council can be found within the st “Access Glasgow - Creating a 21 Century City” Document [2] and these are summarised here for completeness. Glasgow City Council Vision Statement we want to: 'create a proseperous city for all Glaswegians'. That means creating a healthy, clean and safe city, with a strong economy, where citizens of all ages and backgrounds can work, learn and thrive. ICT Strategy Page 20 of 152
  • 1.10 Business Objectives Underpinning this Vision, Glasgow City Council has outlines five key business objectives that are specified within the Council Plan 2008-2011 [1] Key Objective 1 Improving the efficiency and effectiveness of our services Key Objective 2 Increasing access to lifelong learning Key Objective 3 Making Glasgow a cleaner, safer city Key Objective 4 Building a prosperous city Key Objective 5 Improving health and wellbeing The following principles are defined within the e-Government Strategy [2] to underpin the Council’s key objectives. These principles will be used to test all of the recommendations within this document. Removing the Boundaries. Principle 1 The Council will work to promote and deliver local government services where organisational boundaries do not matter Democracy, Openness and Transparency. Principle 2 Technology will be used to enhance the democratic process and to make the Council more accessible and accountable. Programme Governance Principle 3 Governance is vital to the delivery of Access Glasgow and effective reporting is embedded in the programme structure thus providing the required level of accountability. City Promotion Principle 4 The Council will actively promote the effective use of technology both outside the City to raise Glasgow’s profile and inside to ensure that all have access to the opportunities Customer Care Principle 5 The impact on the customer and their preference must be a consideration in the use of technology How Technology will be used Principle 6 Technology provides the means to transform the effectiveness of services Transformation of the Council Principle 7 Integrated reviews of organisation, process and technology solutions will increasingly support the transformation of our business Shared Services Principle 8 Business Transformation supported by technological solutions provide the means to remove waste and duplication while improving customer service Service Planning Principle 9 Consideration of technology requirements is a key service planning issue ICT Strategy Page 21 of 152
  • 21st Century Staff Skills Principle 10 Staff must develop an increased range of skills in order to deliver the Council’s e-Government agenda Strategic Partnerships Principle 11 Strategic Partnerships are a productive approach to delivery of robust e- Government services Partnership Working and Information Sharing Principle 12 Technology is an enabler of proper security and authentication for access to information and its effective use will build trust and confidence in electronic service delivery and information sharing Technology Building Blocks Principle 13 Continuous development is required to ensure value for money through a standards-based infrastructure of up-to-date technologies E-City Index and Action Plan Principle 14 Learning from others, benchmarking and measurement of performance are important to achievement of e-Government goals How Technology Can Make a Difference to Quality Life Principle 15 The Council has a duty as part of the social renewal of the City to ensure Citizens can participate in the Knowledge Society Charter of e-Rights Principle 16 The Council will work to ensure that the rights of citizens in the Knowledge Society are recognised and protected Access to Technology Principle 17 Provision of internet access by the Council addresses a fundamental right of citizens Promotion of the Benefits Principle 18 The benefits of using modern technologies will be promoted in order to enhance the life choices of our citizens Equalities Principle 19 Technology has the capacity to assist in addressing issues of equality and this should be a consideration for each project 1.11 Business Constraints Glasgow City Council recognises the following constraints associated with delivering the recommendations within this ICT Strategy:- Funding The global economic downturn is having a real effect on Scotland’s economy, with a recession looming. The Ernst & Young ITEM Club [5] forecast a 0.4% cut in output and a net loss of 26,000 jobs in 2009 compared with a 0.9% loss of GDP in the UK, suggesting that Scotland may be less affected than the rest of the UK. ICT Strategy Page 22 of 152
  • Funding is a perennial problem in the public sector and the reality is there will have to be sufficient funds to deliver all that Government would wish. Specific challenges affecting Glasgow City Council come from three successive years of zero Council Tax increase in pursuit of the Administrations priority for Council Tax stability and the significant cost of putting in place Equal Pay settlements. Cross Boundary Operations. Increasingly public sector organisations such as Glasgow City Council need to work seamlessly with other service delivery organisations both through public-private partnerships and closer co-operation with other public (e.g. NHS) or private service providers. The ICT Strategy needs to be cognisant of this by enabling Glasgow City Council and its partners to operate effectively and it needs to recognise the difficulty in achieving synergy across multiple organisations. Diversity of Service The range of services which are the responsibility of Glasgow City Council is considerable. Services include Social Care, Revenues and Benefits, Education, Sport and Culture, Development and Regenerations Services, Land and Environmental Services, and Direct and Care Services, and they all have unique requirements. Delivering a consistent customer experience across these services for its citizens necessitates however, a greater consistency of processes across these services supported by common ICT solutions. A distinct challenge of the ICT Strategy is to enable the delivery of specific ICT solutions where they are required for specific services and providing a common set of ICT solutions across all services that enable greater consistency in the Council’s overall service to its citizens. Transparency As a public spending organisation Glasgow City Council (like any other public sector organisation) has to provide a high level of visibility of value for money and is subject to a high level of scrutiny that necessitates a great deal of traceability. The ICT Strategy has to enable this through provision of suitable storage capacity, data access and information ICT Strategy Page 23 of 152
  • security to underpin the Council’s responsibilities (for example, for the Freedom of Information Act [6]). 1.12 External Influences 3.1.1 E-Government Interoperability Framework Joining up services across the public, private, education and voluntary sectors, including national and UK agencies will make a significant impact on the lives of citizens. Compliance with the e-GIF framework [7] is a pre-requisite in achieving the level of integration and data- sharing necessary to deliver the Access Glasgow vision for the City. ICT Strategy Page 24 of 152
  • 4 Current Situation This section provides an overview of the current ICT Services provided to the Council and some of the key challenges facing Glasgow City Council in achieving it’s objectives that are associated with the current ICT services provided to the Council. The ICT Services provided to the Council have evolved over many years and driven primarily from departmental perspectives. The result of this evolution is a high-degree of variability across the ICT Services, duplication and insufficient cohesiveness of the ICT Service as a whole at a corporate level. Investment associated with the ACCESS Joint Venture between Glasgow City Council and Serco is being used to address these Challenges. The opportunities associated with this investment are described in Section 5. 1.13 Current Application Situation The table below provides a summary of the total number of software applications in use across Glasgow City Council broken down by application type:- Type Business 1230 Desktop 176 Specialist 87 Tool 128 Platform 130 Totals 1751 Whilst a small number of these applications are used by all of the Council’s corporate and operational departments, a great many have been deployed specifically for the needs of one department. The current estate contains a proliferation of business applications developed to service a point requirement or a small user community. In total there are 283 applications that have ICT Strategy Page 25 of 152
  • been developed using desktop office applications (Microsoft Access) and serve small user bases. These represent approximately 16% the total application estate. Of these 283 applications, 73 hold sensitive or critical data. Multiple versions of the same application (mainly desktop applications and tools) are in use across the Council. The table below provides a summary of the volume of applications in use within each Council service area (including CSG and DACS affiliates). Type CE DRS LES SW/EDU FIN CSG DACS Business 209 117 455 224 47 135 94 Desktop 8 46 54 10 1 74 14 Specialist 0 2 72 0 0 87 3 Tool 18 11 43 6 4 126 11 Platform 3 2 8 0 1 23 2 Totals 238 178 632 240 53 445 124 The legacy of this situation is that Glasgow City Council now operates an application landscape where: • Elements of functionality and the associated deployment and support effort are duplicated in a number of departments. • Outwith corporate applications there is no standardisation of application versions resulting in duplicates support effort. • Applications operate as silos within departments. ICT Strategy Page 26 of 152
  • • Physical application data stores are geographically disparate and at times unfit for purpose. • Application integration is largely achieved using point to point batch interfaces between systems. • Council wide data and process visibility is low. • Benefits realisation is below optimal - only individual departments or projects see return on investments. The investment budget available for overall application upgrade and enhancement is diluted across many applications. A consequence of this that a number of service areas are using old or unsupported software to deliver business critical processes. 1.14 Current Infrastructure Situation The challenges outlined in this section represent the current state of infrastructure within Glasgow City Council. Many of these challenges are being addressed specifically as part of the transition of Services into the ACCESS Joint Venture between Glasgow City Council and Serco. As the Transition Projects are affecting the current infrastructure, this section contains out of date information but since it is being radically altered by the Transition projects it has been decided that this will be rewritten on completion of the appropriate phases of these projects. 4.1.1 Current Server Estate The Intel server estate supporting Glasgow City Council comprises of 293 Windows servers and 83 Novell servers. The vast majority of these servers are running legacy operating systems on legacy hardware (some of which are on non-supported versions of operating systems). The servers are also geographically dispersed over a large number of large and small sites which from a user perspective constrains access to applications to particular locations and from an ICT service The geographical diversity and inconsistency of the environments in which Servers are hosted has a negative affect on the service provided to the Council through variable application availability and longer service maintenance and repair times. ICT Strategy Page 27 of 152
  • The existing Glasgow City Council UNIX server estate consists of 44 servers located in 8 machine rooms. Platforms include: • Sun – approximately 32 servers • Bull – 6 running AIX and Linux • HP-UX – 3 but only 1 in production • Dec Alpha - running True 64. • IBM AS400 – 3 With the exception of two Sun V890’s the server base utilises older CPU technology. Most of the servers have reached End-Of-Line (EOL) using older versions of the Solaris operating system, which are no longer supported by Sun. The operating systems versions vary from Solaris 2.4 to Solaris 9. There is an Enterprise 10000 (E10K) server, which comprises 5 domains hosting, amongst others, the SAP production and QA/test environment. The storage for the above servers is mainly stand-alone apart from the E10K, which is connected to a SAN based on HP EVA storage, which it shares with some of the Windows based systems. The AS400 servers within the estate are currently supporting revenue generating applications and should be reviewed as part of the application rationalization. 4.1.2 Current Domain and Directory Services Microsoft domain services are currently provided by two NT 4.0 domains, and directory services by an Active Directory (AD) forest with four domains. The NT 4.0 domains are linked to the AD forest by two-way trust relationships. The exact number of users in each domain (AD and NT 4.0) is not known at this time, but it is estimated that around 12,500 users are in AD (with the vast majority in the user.ad domain), and 1,500 in NT 4.0. An MIIS server performs directory synchronisation with the NHS for contact and Distribution List (DL) information between messaging systems. ICT Strategy Page 28 of 152
  • Novell NDS and Bindery services also currently provide some directory services; these will be migrated as part of the Domain and Directory Service and the File and Print consolidation programmes. 4.1.3 Current File and Print Services The Council’s File and Print services currently provided to Glasgow City Council are delivered by 142 Novell and around 20 Windows based File and Print servers. The amount of data stored on these servers is currently unknown. These servers are geographically dispersed across a large number of sites. The current data storage practices associated with this situation are not conducive to meeting the requirements of flexible working as data storage is associated with particular locations. 4.1.4 Current Messaging Services The Current Messaging services are provided by a single Microsoft Exchange Organisation. This Exchange Organisation spans several domains including user.ad, city_building.ad and education.ad, with each domain hosting either Exchange 2000 or 2003 servers. The majority of Exchange services in the User domain are serviced from a centralised blade infrastructure storing around 650 Gb of message data. There are seven Exchange 2000 servers in the user.ad domain, which provide messaging services to the majority of departments, including Land Services; there are also two Exchange 2003 servers for the city_building.ad domain, and one Exchange 2000 server for the education.ad domain. These ten servers provide mailbox services for approximately 11,500 users. The GCC Exchange infrastructure connects to the Culture and Sport Glasgow (CSG) Exchange Organisation. This infrastructure is based on Exchange 5.5 and hosts 1580 mailboxes across three servers. The GCC Exchange infrastructure provides external SMTP mail routing for CSG. There is also a DirSync connector that performs directory synchronisation between the two Exchange organisations. There are currently 46 CSG mailboxes hosted on GCC Exchange servers in order to provide Blackberry Access. ICT Strategy Page 29 of 152
  • Message archiving services for the Exchange servers in the user.ad domain are provided by KVS Enterprise Vault on three servers storing approximately 1.4 TB of data. There is currently a project to implement KVS for servers in the City_Building domain. Outlook Web Access is provided to around 200 users in Social Work. The OWA interface has not been customised. The Blackberry messaging infrastructure consists of four servers running Blackberry Enterprise Server software 4.1.3, which are integrated into the GCC Microsoft Exchange Organisation. There are two servers running the primary components of Blackberry Enterprise Server, a server running the SQL components, and a server located in the DMZ, which performs the role of the Blackberry Message Router. These servers provide access for approximately 900 heavily used Blackberry devices. There are also a number of external connections to the Exchange organisation. Incoming Internet e-mail is filtered by the Postini managed service, which scans for viruses and unsolicited bulk e-mail. Outgoing Internet e-mail is currently not scanned by Postini. All external e-mail, including those sent via private connections such as NHS, are routed via the MIMESweeper servers and any internet mail is then forwarded to Postini. There are two MIMESweeper servers; one dedicated to outgoing mail, and one dedicated to incoming mail. Directory synchronisation with the NHS network is also performed via MIIS. ICT Strategy Page 30 of 152
  • 4.1.5 Current Desktop Estate The current desktop equipment environment has evolved over time and has been subject to diverse technical and organisational influences. This has created an estate with several flavours of operating systems, management toolsets and a Service Area based set of local application installations. While the desktop equipment in the current environment can provide service to the current user base it is not supporting the council’s ambitions for more flexible working and is difficult and inefficient to manage. The current desktop architecture is partway through a refresh which commenced in 2004. The intent was to deploy a single hardware and software image with the Altiris management tool, however, due to various localised requirements, the number of software images is still greater than one, Altiris is not everywhere and the file and print environment is a mix of Windows and Novell. • The following outlines the size and scale of the current environment • There are approximately 14,000 desktops and 2000 laptops across the whole GCC and affiliate estate • As many as 1600 individual Desktop Applications are reportedly used– although it is expected that these normalise to approximately 500 • There is a mixture of Novell, Windows Domains and Windows AD in place today • Approximately 6000 desktop machines are not in a domain. • Approximately 4000 desktops are outside of Altiris with no management or software deployment client. 4.1.6 Current Printer Estate The current hardcopy output environment within Glasgow City Council consists of a high ratio of devices to users. This current print environment consists of mainly older mono laser printers and a selection of colour devices, both laser and ink based. Most of these devices do not have duplex capability. Approximately 25% of the printer estate consists of a variety of personal printers ICT Strategy Page 31 of 152
  • (small LaserJets, dot matrix and DeskJet’s). It is strongly recommended that these units be retired due to their higher overall running costs and poor reliability. This current situation has arisen because no one has taken an holistic view of printed output facilities across the estate. There are a small number of Service Areas where a more strategic view has been taken including Development and Regeneration (DRS) and Education HQ. These areas are notable for their lower device to user ratio and lower pence per page costs. ICT Strategy Page 32 of 152
  • Principles The Principles list in this section define a core set of rules that can be used to maximise return on investment for future ICT development by improving the quality of decision-making during the development phase and by providing a means for governing ICT development to assure alignment to the Council’s business vision, objectives and strategy. The Principles are derived from the Business Vision, Objectives and Challenges. These Principles form the basis of the ICT Strategy by providing a set of top-level values that will be adopted for ICT development within ACCESS. They have a timeless quality because they define a value system and are therefore stable. Once Principles are established, only very slight adjustments should be needed to address changing business strategies and priorities. If significant modifications are required, their impact is rigorously assessed through a formal change management process. 1.15 Business Principles The business principles listed here are not intended to provide a complete set of prescriptive for the Council’s business, more they represent a core set of principles that are needed to enable the ICT to facilitate a modern and flexible Council Principle Statement Rationale Implications Primacy Of These principles apply to all • Consistency for all • All initiatives must be examined for Principles organisations within the • A common approach and compliance with these principles scope of the ACCESS service set of measures are used to • Non compliance must be resolved evaluate initiatives by changing the initiative not the principle Corporate Design decisions are made to • Service above self • Enterprise wide benefit could ICT Strategy Page 33 of 152
  • Principle Statement Rationale Implications Responsibility maximise the benefit to the require changes to business And Benefits enterprise as a whole • Decisions made from an processes. Maximisation enterprise wide perspective • Organisational units must yield greater long term demonstrate corporate benefits than those made responsibility and concede their from any particular own preferences for the greater organisational perspective benefit of the enterprise • Initiatives need to be prioritised by • This principle must not the enterprise for the enterprise. impede an organisational As needs arise, priorities must be unit operating effectively adjusted • Organisational units should ensure that initiatives conform to enterprise plans, roadmaps and priorities Control The Design decisions are made to • Design decisions and • Solutions and product lifetime Total Cost Of control solution total cost of product selections which costs will need to be evaluated as Ownership ownership consider and minimise the part of the design and selection cost of a solution over its process lifetime, and not just for its ICT Strategy Page 34 of 152
  • Principle Statement Rationale Implications creation, will lead to a more • The enterprise should recognise cost effective service that whilst point solutions may offer a lower setup cost, they are • This principle must not unlikely to offer the best long term impede solutions that are value for money when compared to scalable, robust, resilient, shared enterprise class function in line with user applications requirements and which are designed to meet relevant • Solution total cost of ownership service levels should be evaluated in line with long term business savings, It is recognised that timescales will service benefits and process demand short-term tactical efficiencies solutions, however where they are implementing it is important to understand the total cost of ownership of extending or migrating the solution to deliver all of the requirements at a later date. Requirements Changes to applications and • To ensure that the purpose • Changes will follow full Based Change technology are only made in of any proposed change is examination of the proposed ICT Strategy Page 35 of 152
  • Principle Statement Rationale Implications response to business or for sound business or change using the enterprise service needs service reasons architecture principles and standards • Unintended effects on the enterprise due to • Change is not undertaken unless technology changes will be there is a documented business or minimised service need However a change in technology may provide an opportunity to improve a business process or assure a service. Where this is the case opportunities should be registered for candidate business cases to deliver true business benefit and consequently, business requirements be derived from the potential improvement. This principle must not interfere with the need to ICT Strategy Page 36 of 152
  • Principle Statement Rationale Implications provide responsive emergency remedies as part of an assured service Common The enterprise utilises • The enterprise should • Enterprise wide best practice Functions And common business functions ensure that all organisations processes used by common Services for common business utilise common shared business functions may differ from requirements services and business those currently used by a particular functions for common organisation business requirements • Organisational units should • Common functions enable concede their internal functions an agile and efficient where common shared service enterprise where change functions are established impact is minimised and efficiency gains are • The enterprise should be prepared maximised to commit change management resources to organisations during • This principle must not the implementation of common impede an organisational functions and shared services unit operating effectively ICT Strategy Page 37 of 152
  • Principle Statement Rationale Implications Common The enterprise utilises • A skills based resourcing • The implementation of a skills Resources common multi skilled model is more efficient than based resourcing model will resources within and across a headcount based model. require the enterprise to commit organisations and functions • Multi skilled resources are change and people management wherever possible able to perform a number of resources to affected organisations different tasks. As a result resource utilisation can be • Organisational units should maximised concede the unutilised time of their internal resources where cross • A multi skilled workforce training opportunities exist provides business agility and flexibility • The cost of cross training should be balanced against the • This principle must not efficiencies offered by multi skilling impede an organisational resources. Only when a viable unit operating effectively business case exists should cross training be undertaken Common The enterprise utilises • The enterprise should • Enterprise wide best practice Processes common best practice ensure that all organisations processes may differ from those business processes for utilise common best currently used by a particular ICT Strategy Page 38 of 152
  • Principle Statement Rationale Implications common business practice process so that the organisation requirements return on the investment required to develop and • Organisational units should deliver these is maximised concede their internal processes where common processes are • This principle should not established impede an organisational unit operating effectively • The enterprise should be prepared to commit change management resources to organisations during the implementation of common processes Compliance Enterprise processes comply • Enterprise policy is to abide • The enterprise must comply with With Law with relevant laws, policies, by laws, policies and laws, regulations and external regulations and best practice regulations policies regarding the collection, standards. The enterprise processing, retention and should be able to provide • The adoption of and management of data evidence and assurance of compliance with best compliance practice standards will allow • Staff education and access to the the enterprise to realise the appropriate information resources ICT Strategy Page 39 of 152
  • Principle Statement Rationale Implications benefits these practices is required have been proven to yield. • Changes in laws, regulations and • This principle does not policies can also drive changes in preclude business process processes and applications improvements that lead to changes in enterprise policies and regulations Continuous Strategy development is a • The rate of technological • The business and ICT st Strategy continuous activity to reflect change in the 21 Century development teams have to be Development the changing world and the mandates that the ICT flexible enough to absorb change opportunities presented by Strategy should be in direction of the ICT Strategy and technological advances managed on a continuous absorb new technologies basis to ensure that Services can be transformed using the most appropriate best of breed technology to realise business outcomes ICT Strategy Page 40 of 152
  • 1.16 Service Principles Principle Statement Rationale Implications Designed For ICT solutions should be • As shared systems become • Risks of interruption and criticality Support designed to ensure more pervasive and to enterprise operations must be enterprise operations are enterprise operations assessed at design time maintained and ensure become more reliant on service levels are met or them, ACCESS must • Recoverability, redundancy and exceeded consider the reliability of maintainability must be considered these systems during the at design time design process and throughout their operational • Criticality of enterprise operations life will drive the level of continuity, resilience and redundancy required • Enterprise operations to delivery Service Level should be allowed to Agreements continue regardless of events such as system failures, disasters and data corruptions Service ACCESS is responsible for • Efficient and effective • ACCESS must define processes Responsibility implementing ICT solutions have reasonable for the management of timely processes and solutions in costs and clear benefits change and organisational unit ICT Strategy Page 41 of 152
  • a timely manner which meet expectations user defined requirements • Solutions need to reflect the for functionality, service requirements of the • The enterprise will require access levels and cost enterprise to subject matter experts to help with requirements definition • Management of expectations and alignment • Business, data, application and of these with capabilities technology architecture models and costs such that projects must be created to enable quality are cost effective integrated solutions and to maximise results. These models must be maintained Plain English To avoid confusion, • Jargon is useful shorthand • All forms of communication must ACCESS must express when used within specialist be reviewed for compliance with itself using simple words groups to express this principle that are commonly complicated and subtle understood, rather than concepts., but used by • Governance and review using special technical or specialists to outsiders it is procedures must reflect the need business terms. alienating and leads to for all communications to be in misunderstandings plain accessible language ICT Strategy Page 42 of 152
  • • Jargon is often used to mislead and cover shortcomings. Encouraging plain English reduces these risks Capacity ACCESS is responsible for • Service to users and the • All systems must be designed with Management ensuring that the enterprise citizen must not be hindered scalability and expandability in is able to deploy new by poor capacity mind. systems or increase the management or planning. • Capacity threshold should be set capacity of the existing ones and monitored. in a timely fashion, To enable ACCESS to deliver capacity in a timely manner without impacting customer service, customers will need to provide ACCESS with a foreward view of demand Similarly, ACCESS should be provided with details of expected abnormal growth in demand in a timely manner in order to deliver the required Capacity in a timely manner. ICT Strategy Page 43 of 152
  • 1.17 Security Principles The Security Principles listed in this section represent the core principles of the Glasgow City Council Information Security Policy. Principle Statement Rationale Implications Protection Of Data and intellectual • Open sharing and the • In order to adequately provide Data And property is protected from release of information to access to open information while Intellectual loss, unauthorised use and conform with one set of maintaining secure information, Property disclosure. These legislation must be security needs to be identified and requirements must be balanced against the need developed at the data level and not reflected in the ICT to conform with another set at the application level architecture, implementation of legislation and to restrict and governance processes the availability of classified • Processes for data security state and sensitive information change are required such that information is not released until • A major part of an authorisation for its release has enterprise’s intellectual been granted property is hosted in the ICT domain • While protection of intellectual property assets is an enterprise • Single instances of digital wide responsibility, much of the ICT Strategy Page 44 of 152
  • information actual protection is implemented in are vulnerable to loss the IT domain through hardware failure, software bugs or human • A security policy governing user error. A robust backup and and systems, will be required that recovery process is needed can substantially improve to protect all but the most protection of data, avoid trivial information compromises and reduce liabilities • Backups should be undertaken in line with schedules agreed with the information steward and recovery processes should be tested regularly Common Security Electronic security • There is a real non trivial • Common policies, procedures and functionality is standardised cost for maintaining the standards are required for a and diversity is controlled to skills necessary to operate common security platform minimise the total cost of a technically diverse ownership for the enterprise security platform • A enterprise security platform needs to provide access control • Standardising on a limited (authentication, authorisation and ICT Strategy Page 45 of 152
  • number of auditing), unified identity enterprise class security management (enterprise security components will simplify account provisioning) and data maintainability and reduce encryption services (data in transit costs and data storage) • Diversity in the security platform increases the operational administrative burden and increases the likelihood of configuration errors and inconsistencies Security Cuts Security must operate • Security weaknesses • Partnerships, joint working and Across across technical and commonly appear where data sharing must consider the Boundaries organisational boundaries responsibilities are unclear issues of data ownership and at organisational boundaries clarify who owns what, and when or at the interface between IT systems. • Third party service agreements should explicitly state their security • The ACCESS responsibility requirements for data security does not ICT Strategy Page 46 of 152
  • necessarily • Audit rights should be considered stop when data is when drawing up agreements with transferred to another partners and suppliers organisation • All areas of the organisation, including HR and Property have important contributions to security Security Is Protection should be • Ensures efficient use of • Risks must be continually Proportional And proportionate to risk and be resources assessed to ensure controls are Consistent applied consistently across proportionate the organisation • Treating all assets as if they are the same inevitably • A standard set of security breach leads to many of them impact categories must be agreed having the wrong level of and documented protection. Inconsistency across the organisation • Information stewards must likewise makes it inevitable categorise the information, rather that too much or too little than have each user take a view protection is applied on how important it is somewhere. Proportionality strikes the best balance • The information has to be marked ICT Strategy Page 47 of 152
  • between the in a way that ensures users are costs and benefits of aware of the categorisation security for each sort of asset • Staff must have simple, clear, and concise guidance on handling marked information • Take advantage of the enterprise security platform to provide access control (authentication, authorisation and auditing), unified identity management (enterprise security account provisioning) and data encryption services (data in transit and data storage) Right Access Access should be • In most business situations, • Access levels and rights need to appropriate to meet the it is more practical to define be clearly defined by the enterprise business requirements what behaviour is permitted, and subject to change control rather what is prohibited • A formal process to manage network and application access is ICT Strategy Page 48 of 152
  • required • There have to be links between HR and IT process, to facilitate regular reviews of user access rights and to allow access rights to be withdrawn promptly when staff leave or change roles • User’s identities should be authenticated Plan For The Do not assume that you • Vulnerabilities will be found, • Incidents and weaknesses must be Unexpected have planned for every new attack techniques will reported and acted on eventuality. be developed and the surprising will happen • Routine patch management processes are required to ensure • Processes must be flexible that supplier’s fixes are promptly enough to cope and security applied defences layered so as to eradicate single points of • Many viruses exploit system failure vulnerabilities, so strong anti-virus ICT Strategy Page 49 of 152
  • measures are required • Recruitment processes should ensure adequate background checks take place • Information security training and should be provided to staff • Physical security standards should be enforced • Multiple layers of protection are required 1.18 Data Principles Principle Statement Rationale Implications Data Is An Asset Data is an asset with value • The purpose of data is to • Educating the enterprise about the to the enterprise and is aid decision making. value and accuracy of data managed accordingly Accurate timely data is crucial for accurate timely • The enterprise must make the ICT Strategy Page 50 of 152
  • decisions. cultural shift from data ownership to data stewardship • Data should be managed so the enterprise: knows where • Data stewards should be it is located can rely on its appointed at the enterprise level. accuracy and can retrieve it They should be accountable for the accuracy, consistency and relevance of the data they steward. They should be given the policies, procedures and tools to review and improve data quality Common Data Data is shared across • It is less costly to maintain • Common policies, procedures and functions and organisation timely, accurate data in standards are required for data within the enterprise fewer enterprise class data management and sharing stores and then share it, than it is to maintain • The enterprise should invest in a duplicate data in many solution capable of coordinating incompatible silo the electronic sharing and organisational databases management of data residing in fewer consolidated enterprise data • Electronically shared data stores in a secure manner. This ICT Strategy Page 51 of 152
  • will allow data will enable a virtual single source to be entered once and re of enterprise data used many times for many business processes • Data sharing will require a cultural change within the enterprise • This principle must not cause confidential data to be compromised Data Is Data is consistent across • Consistent accurate data • A data hierarchy needs to be Consistent the functions and enables consistent accurate established which details how data organisations within the decisions synchronisation is coordinated, enterprise which systems hold ‘master’ data • In principle it is ideal for an and which hold ‘slave’ copy data enterprise to have a single data store. However in • The enterprise should invest in a practice this is not solution capable of coordinating achievable. A virtual single the electronic synchronisation and data store consisting of a coordination of data residing in small number of enterprise enterprise data stores in a secure class data stores is the manner. This will enable a virtual most attainable solution. single source of enterprise data ICT Strategy Page 52 of 152
  • The data in these data stores should be synchronised electronically to ensure consistent data. Security For The Security should be • Security should be built in, • Security requirements should be Whole Lifecycle considered throughout an not bolted on, to avoid identified at the requirements stage asset’s life from statement expensive redesign or of a project and justified, agreed of requirements to security being left out. and documented as part of the decommissioning During its operational life, overall business case processes and procedures should be maintained, • Security must be designed in to the resources monitored, future system and good practice followed capacity needs planned for during development and changes strictly controlled. At the end of an • Operating procedures must be asset’s life, it should be documented before systems are disposed of carefully (in handed over from development to accordance to relevant production regulations where appropriate) as insecure • System resource requirements disposal can expose should be monitored during ICT Strategy Page 53 of 152
  • confidential operation and changes tested and information. accepted before they are made live • Secure disposal methods must be used Security Is An Security and information • Security risks need to be • We must be able to provide Enabler assurance must enable, assessed and managed, not evidence of good practice to our rather than hinder, the avoided at the cost of partners business strategy, including business functionality joint working, data sharing • We must be able to articulate what and mobile working • Avoidance is ignorance standards we require for a variety of sensitivity levels and transfer • Trust between partners is methods crucial to joined-up working, which relies on good • We must be able to provide a set practice and sensible risk of technologies and process that management will protect information when taken out of the office • Mobile working can be done safely, but requires the risks to be managed properly ICT Strategy Page 54 of 152
  • User It must be possible to hold • Accountability • Responsibilities must be clearly Accountability authorised users of reduces the number of defined and communicated. information accountable for incidents, by ensuring that their actions everyone is aware of what • Systems should record evidence of they should be doing, users’ actions deterring wrongdoing and assisting investigations • Accountability relies heavily on good access controls to ensure that users are who they claimed to be • There should be a segregation of duties to ensure that key tasks can not be performed by one individual, but require cross checking • Audit and system logs should be monitored • User’s identities should be authenticated ICT Strategy Page 55 of 152
  • 1.19 Application Principles Principle Statement Rationale Implications Common The use of common • Common applications • Enterprise wide applications could Applications applications that provide provide business agility require changes to business common functionality across processes. the enterprise is preferred to • Duplicate application many instances of similar or functionality is expensive to • Organisational units should duplicate applications which operate and maintain. It concede their own preferences for are only provided to single leads to a proliferation of point applications where enterprise organisations conflicting data wide applications exist which support the required functionality • This principle should not impede an organisational • Organisational units should not be unit operating effectively allowed to establish applications where similar or duplicate enterprise wide applications exist ICT Strategy Page 56 of 152
  • • Organisational units can propose the establishment of applications, which are driven by internal needs, but those selected will be established as enterprise wide applications and the data within them securely shared throughout the enterprise. • Where tactical solutions are proposed for implementation that do not enable the sharing of information throughout the enterprise the total cost of ownership (including cost of future development and cost of manual handling of data) needs to be assessed. Application Applications should be agile • Agile configurable • Applications should be ICT Strategy Page 57 of 152
  • Agility and configurable such that applications configurable such that system they can be adapted to will require less effort and parameters and coding tables can changes in business cost to adapt to changes in be readily changed without the requirements and processes business requirements and need for full scale development processes • Applications should provide services which encapsulate discrete elements of functionality such that they can be reused in any number of business processes. Services enable the creation of role aligned solutions which combine the functionality of several applications into one composite application Buy Not Build Configurable applications • It is estimated that, on • Policies, standards and procedures purchased from third party average, a developer governing the choice and suppliers are preferable to building code generates 4 acquisition of applications must be bespoke applications code bugs per hour. The tied directly to this principle developed in house use of configurable packaged applications • Financially sound third party ICT Strategy Page 58 of 152
  • available ‘off vendors with a proven track record the shelf’ reduces the risks in a particular area of expertise are and impacts associated with preferable to new ventures. developer coding errors. Processes should be established for vetting third party vendors • Packaged applications have a wider user base than • Software licences and bespoke in house maintenance agreements with third applications and code bugs party vendors should be negotiated are more likely to be found such that the responsibility and risk quickly. Furthermore the of fixing errors rests with the third responsibility and costs party vendor associated with fixing coding errors rests with the • Development resources should be third party supplier refocused on application configuration tasks and service oriented application integration 1.20 Integration Principles Principle Statement Rationale Implications Common There should be a common • A proliferation of point to • The enterprise needs to embrace Integration centralised platform, point application integration the move from periodic bulk ‘batch’ ICT Strategy Page 59 of 152
  • framework and standards mechanisms interfacing of data between for application integration using disparate applications to transactional technologies leads to high integration where information operational and changed at one point proliferates maintenance costs. By throughout related applications and adopting a common method data stores in near real time and technical approach for application integration • The enterprise may need to adapt based on a centralised operational practices and business integration hub operational processes to accommodate a and maintenance costs can centralised application integration be reduced. 1.21 Infrastructure Principles Principle Statement Rationale Implications Flexible Working Enterprise employees and • Enterprise technology must • The enterprise may need to adapt partners should be able to facilitate user access to operational procedures, policies securely access enterprise enterprise data to enable and business processes to enable ICT resources regardless of ‘on the spot’ information flexible working practices role, location or working capture and decision patterns making • Flexible working will require a cultural change within the ICT Strategy Page 60 of 152
  • • Flexible and enterprise mobile working leverages the synergies between ICT and the enterprise property strategy and promotes a better work/life balance for enterprise employees • This principle must not cause confidential data to be compromised Common Technology is standardised • There is a real non trivial • Policies, standards and procedures Technology and diversity is controlled to cost for maintaining the governing the choice and minimise the total cost of skills and connectivity acquisition of technology must be ownership for the enterprise necessary to operate a tied directly to this principle technically diverse service • Technology choices will be • Standardising on a limited constrained by the choices number of enterprise class available within the technology components will simplify blueprint maintainability and reduce ICT Strategy Page 61 of 152
  • costs • Procedures will be required to change the technology blueprint when advancement in technologies are compatible with the existing blueprint, improve operational efficiency or offer a required capability ICT Strategy Page 62 of 152
  • Recommendations This section provides a set of recommendations for improving the ICT Services to the Council and its affiliates. The recommendations are technical in nature and represent high-level proposals from ACCESS for maximizing the use of technology to meet the business vision and principles outlined in Section 3. The recommendations will be subject to the Council’s agreement and the production of business cases to pursue. It must also be recognized that there is a political dimension in recommending technologies within a democratic organization. There are occasionally technologies which Elected Members prefer not to be used, an example being a long-held reluctance within Glasgow City Council to use Interactive Voice Recognition (IVR) to which the opposition has only relatively recently diminished. 1.22 Security Recommendations Security applies across all layers of the architecture. Therefore security capabilities have been grouped in alignment with the other architectural layers as detailed below. Please note that security capabilities for one layer may rely on the security capabilities of another layer to be considered ‘secure’ (e.g. human to system interaction channels rely on the application layer user authentication). ICT Strategy Page 63 of 152
  • Figure 5 - Overview of the Security Capability Portfolio 4.1.1 Channel Security Capabilities Channel Security Capabilities are those which relate to the interaction channels of the application architecture. The capabilities are summarised below, together with recommendations for achieving business benefits aligned to the Council business objectives. Where this is currently being delivered by ACCESS the recommendation will be highlighted in GREEN. Capability Description Recommendations Proof of the integrity and origin of data. Ensuring that Using digital certificates (as part of a wider public key Non Repudiation data was sent from a valid trusted source and that the infrastructure approach) offer a means of digitally signing and ICT Strategy Page 64 of 152
  • data can be trusted as being authored by that source. a basis for encrypting electronic communications. Particularly important when dealing with data that has originated outside of the scope of the businesses Digital certificates can be distributed to vetted parties as authentication mechanisms. electronic files or on smart cards as part of a wider smart card initiative. Particularly important when dealing with human to human interactions (voice calls for example) where identity cannot be checked physically or electronically. The use of scripted security questions to ensure a Identity Verification person is who they say they are. Functionality for delivering randomly selected scripted security questions (as used by banking call centres and such) should be considered for the Customer Contact Centre. 4.1.2 Application Security Capabilities Application Security Capabilities describe the security functionality relevant to the applications within an architecture. The capabilities are summarised below, together with recommendations for achieving business benefits aligned to the Council business objectives. Where this is currently being delivered by ACCESS the recommendation will be highlighted in GREEN. Capability Description Recommendations User Authentication Systematically verifying a person as a valid user of a At a minimum this capability should be implemented at an particular application by means of checking what they individual application level. Applications that do not offer this know (username, password, PIN, etc), what they have functionality and which hold sensitive data should be replaced. (security token, digital certificate, bank card, etc) and/ or what they are to do (fingerprint, retinal scan, To facilitate flexible working and reduce administrative costs signature, etc.). ICT Strategy Page 65 of 152
  • and mistakes, a move towards single sign on and delegated/federated authentication should be considered. It is recommended that applications should be capable of integrating with Active Directory, LDAP directories and Kerberos. A move towards single sign on and delegated/federated authentication would require an identity management The centralised provision, managing, synchronisation, capability to coordinate credentials across all systems. relating and revoking of user credentials across a Identity Management collection of applications and (ideally) across the enterprise. As an established standard within the Council, Active Directory should form the foundation of any future identity management regime. At a minimum this capability should be implemented at an individual application level. Applications that do not offer this Determining the application features and functions a functionality and which hold sensitive data should be replaced. Functional Access particular user or group of users is allowed access to Control based on the user credentials supplied as part of the The use of Active Directory groups to attribute users to roles User Authentication process. with defined functional access rights within business applications should be investigated as a preference, as this will reduce administrative overhead and mistakes. 4.1.3 Data Security Capabilities ICT Strategy Page 66 of 152
  • Data Security Capabilities are concerned with the protection of data sets and records. The capabilities are summarised below, together with recommendations for achieving business benefits aligned to the Council business objectives. Where this is currently being delivered by ACCESS the recommendation will be highlighted in GREEN. Capability Description Recommendations At a minimum this capability should be implemented at an individual application level. Applications that do not offer this Determining the data sets and records a particular functionality and which hold sensitive data should be replaced. user or group of users is allowed access to based on Data Access Control the user credentials supplied as part of the User The use of Active Directory groups to attribute users to roles Authentication process. with defined data access rights within business applications should be investigated as a preference, as this will reduce administrative overhead and mistakes. Application validation and business rules should ensure that all data is viable, correct and will not compromise processing of that application. Ensuring that data is consistent, correct and viable in Data Integrity the context of its use to the business. Data messages received from outside the boundary of trust should be digitally signed or the sender authenticated, and encrypted to protect against malicious modification. 4.1.4 Integration Security Capabilities Integration Security Capabilities are those relevant to the securing of application and process integration. The capabilities are summarised below, together with recommendations for achieving business benefits aligned to the Council business objectives. Where this is currently being delivered by ACCESS the recommendation will be highlighted in GREEN. ICT Strategy Page 67 of 152
  • Capability Description Recommendations At a minimum this capability should be implemented at an individual application level. Applications that do not offer this functionality and which hold sensitive data should be replaced. Systematically verifying an application or data message as a valid communication partner and/or System integration participant by means of checking what is The sender of internally originating data messages should be Authentication know by the system/message (a system username, authenticated. password, PIN, etc) and/or what the system/message has (for example a digital certificate). Data messages received from outside the boundary of trust should be digitally signed or the sender authenticated, and encrypted to protect against malicious modification. 4.1.5 Infrastructure Security Capabilities Infrastructure Security Capabilities pertain to the protection of platform and shared resources at a non application specific level. The capabilities are summarised below, together with recommendations for achieving business benefits aligned to the Council business objectives. Where this is currently being delivered by ACCESS the recommendation will be highlighted in GREEN. Capability Description Recommendations Determining the shared resources a particular user or Resource Access group of users is allowed access to based on the user Active Directory provides this capability. Control credentials supplied as part of the User Authentication process. Transforming information stored on an electronic media or device (USB drive, hard disk, CD, etc) using Storage Encryption BeCrypyt is the standard for delivering this capability an algorithm to make it unreadable to anyone except those possessing special knowledge to reverse the ICT Strategy Page 68 of 152
  • process. Particularly relevant to the transmission of data over insecure networks such as the Internet. Transforming information in transit across a network IPSec, TLS and digital certificates are currently used for using an algorithm to make it unreadable to anyone Transit Encryption transit encryption from trusted third parties and employees. except those possessing special knowledge to reverse the process. Digital certificates (as part of a wider public key infrastructure approach) also offer a basis for encrypting electronic communications from a wider community (such as citizens). Preventing malicious software from infiltrating and Sophos Anti Virus is used to provide antivirus protection. compromising the integrity and security of Malware Prevention applications, data, integration and infrastructure Bluecoat ProxySG appliances are used to protect against resources within the enterprise. malicious content and spyware. Preventing untrusted and unauthorised people or DMZ configurations at the network boundary secured with systems outside the enterprise boundary of trust from disparate packet inspection firewalls. Intrusion Prevention gaining access to enterprise application, data, integration and infrastructure resources. The use of firewalls certified to an E3 / EAL4 rating. Reactive intrusion detection responds to attacks by Detecting attempts by untrusted and unauthorised automatically disconnecting connections and blocking access. people or systems outside the enterprise boundary of Intrusion Detection trust to gain access to enterprise application, data, integration and infrastructure resources. Attacker details are logged and can be used later to trace and prosecute perpetrators. 4.1.6 Physical Security Capabilities ICT Strategy Page 69 of 152
  • Physical Security Capabilities relate to the control of physical access to Council property and are outside the scope of this document. ICT Strategy Page 70 of 152
  • 1.23 Application Recommendations The variety in the functionality provided by software applications across the whole software application market is inevitably large and most software applications are designed to provide a set of functionalities and therefore provide many capabilities (which often overlap with other types of software application). To make sense of this complex situation, ACCESS has defined a classification scheme for Application Capabilities that allows classes of Capabilities to be subdivided into groups. At the very root of this classification schema are the following classes of Application Capability as illustrated in Figure 6 ICT Strategy Page 71 of 152
  • Figure 6 - Classification of Application Capability Portfolio Historically, many software applications that provide specialist functions have grown to provide an increasing amount of functionality that is more general (e.g. business management) which can cause duplication across the organisation. One of the benefits of using the capability approach to describing the functionality of the application portfolio using a common framework is that it allows the business to understand where functionality is duplicated (particularly within the business management area). ICT Strategy Page 72 of 152
  • 4.1.7 Interaction Channels Capabilities Engagement with service consumers is constantly evolving with new methods of interaction between consumers and suppliers being developed as technology becomes more advanced. In order to support this diversity the Interaction Channels Capabilities have been further subdivided into another layer of classification as shown following. Figure 7 - Classification of Interaction Channel Capability Portfolio ICT Strategy Page 73 of 152
  • Human To Human Channel Recommendations These channel capabilities are focused on interactions between humans. The capabilities are summarised below, together with recommendations for achieving business benefits aligned to the Council business objectives. Where this is currently being delivered by ACCESS the recommendation will be highlighted in GREEN. Capability Description Recommendations The use of Voice Over IP technology will enable the routing of Voice communication between two or more people Voice Call calls to any Council location or device. Thereby enabling a normally via a telephone e.g. land line or mobile. flexible and mobile workforce. The handling of web cam video calls and 3rd generation Voice and picture communication between two or mobile phone video calls should be investigated as methods Video Call more people e.g. video conferencing. for interacting with citizens, particularly as a mechanism for signing assisted interactions with the hearing impaired. Call centre and relationship management functionality should The direct interaction between two or more people be available to staff at work in centres such that face to face Face To Face without the need for communication devices. interactions can be logged and actioned in the same manner as other interaction types. The use of Instant Messaging as an extension to eMail communications to provide real time conversation A form of real-time communication between two or communications for co workers at disparate locations. Instant Messaging more people based on typed text. The use of Instant Messaging as a mechanism for call centre interactions with citizens and employees (particularly as part ICT Strategy Page 74 of 152
  • of a co browse assistance capability). The co operative navigation of the Intranet or Internet by several people accessing the same web pages at the same time. This can be achieved by Investigate the benefits the use of co browsing would have Co Browsing communicating to one another the page that is being when providing assistance to users, employees and citizens in browsed manually (telephone, instant messaging), or the completion of forms, processes, etc. with software which automatically synchronizes the browsers. Converge voice recording and voice mail functionality into a The ability to record voice communication and unified messaging capability. Thereby making it easier to Voice Recording recreate it on demand. delivery voice recordings and messages to any user at any location. Microsoft Exchange is used to provide email functionality. Investigate the use of email as a platform for delivery of The writing, sending, receiving and saving of mail eMail unified messaging (email, fax, SMS, MMS, voicemail, etc). messages over electronic communication systems. The use of call centre unified contact functionality to enhance email interaction management. Multi function devices will be provided to accommodate low The process of optically analysing paper documents volume scanning requirements. Scanning and converting them into an electronic image for storage in a computer file. High volume requirements for scanning and recognition should be outsourced and managed by ACCESS. The process of converting electronic data/images Multi function devices will be provided to accommodate low Fulfillment stored in a computer file into a paper document. volume and specialist fulfillment requirements. ICT Strategy Page 75 of 152
  • High volume requirements should be outsourced and managed by ACCESS. A blog or weblog is a diary or periodic commentary This capability should form part of the functionality provided by Blogs that allows users to publish news and articles to the the Intranet and Internet portals. Intranet or Internet. The standard means of publishing information to the Internet traditionally is through content management and a centralised team that controls the content. Wiki This capability should form part of the functionality provided by Wikis technology changes the publication model from a the Intranet and Internet portals. centralised controlled one to a distributed controlled one and thus enables collaborative publication. Virtual working environments where members of a This capability should form part of the functionality provided by Collaboration Rooms team or teams can collaborate across time zones and the Intranet and Internet portals. geographical locations. Use of the Internet as a collaboration and interaction Social & Professional tool through networking web sites. Networking web Networking sites allow users to build online networks of friends and colleagues and to interact with them online. “Feeds” are a mechanism for subscribing to changes This capability should form part of the functionality provided by News Feeds on a web page. The most common feed technology is the Intranet and Internet portals. RSS (Real Simple Syndication). Electronic discussions such as bulletin boards and forums display messages based on discussion This capability should form part of the functionality provided by Discussions threads (the grouping of messages in a hierarchy by the Intranet and Internet portals. topic). ICT Strategy Page 76 of 152
  • The provision of functionality to support consultation This capability should form part of the functionality provided by Surveys and to capture opinions and ratings using electronic the Campaign Management and/or Relationship Management means. capabilities. Human To System Channel Recommendations These channel capabilities are focused on interactions between humans and systems. The capabilities are summarised below, together with recommendations for achieving business benefits aligned to the Council business objectives. Where this is currently being delivered by ACCESS the recommendation will be highlighted in GREEN. Capability Description Recommendations A web based user interface that provides a user with unified access to the elements of an organisation’s Investigate viability of existing portal platforms to provide this Intranet Portal information and applications that are relevant to the capability. user’s role(s) within the organisation. A process and/or role oriented application built by combining multiple application building blocks Composite Investigate viability of existing portal platforms and (existing functions and services from applications Applications applications to provide this capability. within and outwith the organisation) into a new application. Reusable electronic form templates that allow data to be prepopulated, captured and submitted Investigate viability of existing portal platforms and Interactive Forms electronically and which function in both on and off applications to provide this capability. line scenarios. An application where the user is presented with a Investigate viability of existing portal platforms and Guided Processes sequence of user interface steps which allow them to applications to provide this capability. ICT Strategy Page 77 of 152
  • perform tasks in a required sequence. A single application for the management of all Investigate viability of existing portal platforms and Unified Worklist process/workflow related tasks, approvals and alerts. applications to provide this capability. Extend existing citizen self service provisions. Thereby increasing administrative efficiency savings. Allowing customers to interact directly with services Citizen Self Service and application functionality e.g. online payments. Exploit the findings of investigations into composite applications, interactive forms and guided procedure capabilities to further enhance this capability. Extend existing business self service provisions. Thereby increasing administrative efficiency savings. Allowing business users to interact directly with Business Self services and application functionality e.g. reviewing Service Exploit the findings of investigations into composite outstanding invoices. applications, interactive forms and guided procedure capabilities to further enhance this capability. Extend existing employee self service provisions. Thereby increasing administrative and shared service efficiency Allowing employees to interact directly with services savings. Employee Self and application functionality e.g. updating emergency Service contact details. Exploit the findings of investigations into composite application, interactive forms and guided procedure capabilities to further enhance this capability. Extend existing manager self service provisions. Thereby Allowing managers to interact directly with services Manager Self increasing administrative and shared service efficiency and application functionality e.g. approving holiday Service savings. requests. ICT Strategy Page 78 of 152
  • Exploit the findings of investigations into composite applications, interactive forms and guided procedure capabilities to further enhance this capability. Current ongoing work to identify a replacement content Internet portals are publicly accessible web sites that management system will have a large bearing on the platform function as a unified point of access to a broad array of choice for this capability. Internet Portal of otherwise disparate content, resources and services. Investigate viability of existing portal platforms and applications to provide this capability. A web page that always comprises the same Current ongoing work to identify a replacement content Static Content information in response to all download requests from management system will have a large bearing on the platform all users. of choice for this capability. Current ongoing work to identify a replacement content A web page where the content can change in Dynamic Content management system will have a large bearing on the platform response to different contexts or conditions. of choice for this capability. A web page where the content can be made up of Current ongoing work to identify a replacement content Multimedia Content combination of text, audio, still images, animation and management system will have a large bearing on the platform video. of choice for this capability. Current ongoing work to identify a replacement content The tailoring of a product, electronic or written management system will have a large bearing on the platform medium to a user based on personal details or of choice for this capability. Personalisation characteristics they provide e.g. intranet content can be tailored based on a user’s department or job role. Investigate viability of existing portal platforms and applications to provide this capability. Accessibility is a general term used to describe the Adoption of the W3C WAI standards regarding accessibility. Accessibility degree to which an entity is accessible by as many ICT Strategy Page 79 of 152
  • people as possible. Accessibility is often used to Consideration needs to be given to: the fact that the current focus on people with disabilities and their right of WAI standards in this area are outdated and do not fully access to entities, often through use of assistive reflect advancements in technology: a new version of the technology. WCAG standards are due for release in December 2008 and the impact of these will need to be assessed on the current content management replacement project and future web related investigations and projects. System To System Recommendations These channel capabilities are focused on interactions between systems. The capabilities are summarised below, together with recommendations for achieving business benefits aligned to the Council business objectives. Where this is currently being delivered by ACCESS the recommendation will be highlighted in GREEN. Capability Description Recommendations A system that enables users to send to and receive e- Investigate the use of email as a platform for delivery of eMail Gateway mail from sources outside the organisations boundary unified messaging (email, fax, SMS, MMS, voicemail, etc). of trust. A system that enables users to send and receive Investigate the use of email as a platform for delivery of Fax Gateway faxes via the organisation’s e-mail system. unified messaging (email, fax, SMS, MMS, voicemail, etc). Short Message A system that enables users to send and receive SMS Investigate the use of email as a platform for delivery of Service Gateway text messages via the organisation’s e-mail system. unified messaging (email, fax, SMS, MMS, voicemail, etc). Multimedia A system that enables users to send and receive Investigate the use of email as a platform for delivery of Messaging Service MMS messages via the organisation’s e-mail system. unified messaging (email, fax, SMS, MMS, voicemail, etc). ICT Strategy Page 80 of 152
  • Gateway Reductions in use of file transfer technologies (only for legacy, specialist and ad hoc file transfers) and in the reliance on batch interface file transfer for point to point application Transmitting files over an internal or external integration. File Transfer computer network. Periodic batch interfacing files require coordination and administrative overheads and reduce ICT (and as a consequence business) agility. An adoption of web services as the preferred method for providing real time transactional application, process and data integration. A comprehensive set of data messaging standards for Web Services transmitting and receiving business data using web By increasing the granularity of integration, failed updates technologies. have a much lower impact and can be managed as exceptions, disparate applications and data are more synchronised, and the automation of integration can be increased. Funds Transfer The electronic processing of financial transactions. BACSTel IP is used to provide this capability. Establish a standard mechanism for online payments used by all relevant services and self service capabilities. A secure electronic service which authorises Payment Gateway payments for Internet based credit and debit card By utilising an outsourced service and not storing payment transactions card details internally the Council minimise the cost of complying with Payment Card Industry Data Security Standards. ICT Strategy Page 81 of 152
  • Functionality to connect to, and convert data to a This capability should form part of the capabilities of a Application Adapters format compatible with, a particular application type Process Integration platform. e.g. PeopleSoft adapter. Functionality to connect to an application or service This capability should form part of the capabilities of a Protocol Adapters using a particular data communication protocol e.g. Process Integration platform. HTTP adapter. Functionality to connect to, and convert data to a This capability should form part of the capabilities of a 3rd Party Adapters format compatible with, a particular 3rd parties Process Integration platform. integration specifications e.g. HMRC eFiling. Voice recognition should be investigated as a method for: A technology that allows the automatic conversion of interacting with citizens and employees, particularly those Voice Recognition spoken words into a format that can be processed by without access to computing technology; a mechanism for electronic equipment. interactions with the visually impaired; a mechanism for user and citizen authentication. Utilise OCR to capture data from hardcopy documents for use in automating processes. It should be recognised that accurate and predictable OCR is limited to printed characters. Optical Character The translation of scanned images of handwritten, Handwritten documents would not produce sufficiently high Recognition typewritten or printed text into electronic characters. success rates to prove viable. This capability should be outsourced and managed by ACCESS. Interactive Voice A phone technology that allows a computer to detect Extend the use of IVR to provide data capture functionality in Response voice and telephone touch tones commands and to: scenarios where user experience expectations can be route a call; respond with further direction for the managed (for example employee scenarios as opposed to caller; acquire information from an application; enter citizen scenarios). information into an application. ICT Strategy Page 82 of 152
  • In combination with voice recognition technology employees who do not have access to a computer could use a telephone and IVR to authenticate and record data for processing. ICT Strategy Page 83 of 152
  • 4.1.8 Business Management Capabilities The business can achieve more agility and deliver improved services by reusing common Business Management Capabilities. ACCESS has adopted the following sub-categories of the Business Management Capability family. Figure 8 - Classification of Business Management Capabilities ICT Strategy Page 84 of 152
  • Marketing Management Recommendations Marketing Management is concerned with the management of marketing and communications. The capabilities are summarised below, together with recommendations for achieving business benefits aligned to the Council Business Objectives. Where this is currently being delivered by ACCESS the recommendation will be highlighted in GREEN. Capability Description Recommendations This capability can be seen as an extension of the Relationship Management capability. Campaigns are directed at target Relationship groups (elderly citizens, young adults, etc). Campaign The management and tracking of communications, Management advertising and marketing campaigns. A single relationship management platform which features campaign, communications and advertising management will provide a more cost effective and integrated solution than multiple disparate specialist applications. Investigate viability of existing applications to provide this The management of festivals, conferences, courses Event Management capability (events management has similar functional and events. requirements to training course management). Relationship Management Recommendations Relationship Management groups together all of the capabilities that provide functionality to manage relationships (e.g. customers, citizens, employees, etc.). The capabilities are summarised below, together with recommendations for achieving business benefits aligned to the Council Business Objectives. Where this is currently being delivered by ACCESS the recommendation will be highlighted in GREEN. ICT Strategy Page 85 of 152
  • In a customer service organisation where the contact centre is viewed as the hub of the business it is very easy to also view the relationship management platform as the technical hub of application, data and process integration. However this view represents only one perspective of a multifaceted technical requirement and should be avoided. Due to the many processes that are not driven from the contact centre (and in order to avoid a proliferation of point to point links), application, data and process integration should be driven from a central integration hub (of which the relationship management platform is just one connected system). Capability Description Recommendations A single relationship management platform should be adopted that provides functionality to accommodate all core Relationship Management capabilities and related satellite capabilities such as Campaign Management. The prioritization and assignment of contact requests Queue Management to available or relevantly skilled staff. This capability is related to the Workforce Management capability and calendar management aspects of the Groupware capability. These factors should be considered when investigating options for this capability. A single relationship management platform should be adopted The management of information relating to contacts Contact that provides functionality to accommodate all core between the organisation and third parties Management Relationship Management capabilities and related satellite (customers, suppliers, employees etc.). capabilities such as Campaign Management. The management of information and contacts relating A single relationship management platform should be adopted Case Management to a long running request e.g. applying for planning that provides functionality to accommodate all core permission. Relationship Management capabilities and related satellite ICT Strategy Page 86 of 152
  • capabilities such as Campaign Management. A single relationship management platform should be adopted Contract The management of contracts made with customers, that provides functionality to accommodate all core Management vendors, partners or employees. Relationship Management capabilities and related satellite capabilities such as Campaign Management. A single relationship management platform should be adopted that provides functionality to accommodate all core Relationship Management capabilities and related satellite The management of appointments for the capabilities such as Campaign Management. Appointment organisations personnel required during the handling Management of a contact or case. This capability is related to the Workforce Management capability and calendar management aspects of the Groupware capability. These factors should be considered when investigating options for this capability. Corporate Management Recommendations Corporate Management groups together all of the capabilities associated with governing the Council. The capabilities are summarised below, together with recommendations for achieving business benefits aligned to the Council Business Objectives. Where this is currently being delivered by ACCESS the recommendation will be highlighted in GREEN. Capability Description Recommendations Investigate viability of existing applications in use within GCC and ACCESS to provide this capability. Governance Ensuring that the policies, procedures, principles and Management standards adopted by the organisation are adhered to. Governance, strategy, corporate performance and risk management capabilities should be reviewed in combination. ICT Strategy Page 87 of 152
  • Management of an organisation’s strategy Investigate viability of existing applications in use within GCC development, publication and maintenance process. and ACCESS to provide this capability. Strategy Management Governance, strategy, corporate performance and risk management capabilities should be reviewed in combination. Investigate viability of existing applications to provide this capability. Planning & Forecasting and management of an organisation’s Budgeting finances at a corporate level. Review the options provided by the SAP Business Intelligence / Business Objects stable of products. Ensure recommendations allow for longevity by considering the SAP BI / BO product convergence and roadmap. Investigate viability of existing applications in use within GCC Management of the activities undertaken to ensure and ACCESS to provide this capability. Corporate that strategic goals and objectives are consistently Performance being met in an effective and efficient manner. Governance, strategy, corporate performance and risk management capabilities should be reviewed in combination. Investigate viability of existing applications in use to provide this capability. Management of all aspects of an organisation’s legal Aspects of legal management involve case management, Legal Management contract management, document management and time processes and information. management. Other aspects of the Council’s legal function deal with license issue and enforcement. Reuse of existing capabilities would prove cost effective and would therefore be the preferred option. ICT Strategy Page 88 of 152
  • A structured approach to managing uncertainty Investigate viability of existing applications in use within GCC related to a threat, a sequence of human activities and ACCESS to provide this capability. Risk Management including: risk assessment, strategies development to manage it, and mitigation of risk using managerial Governance, strategy, corporate performance and risk resources. management capabilities should be reviewed in combination. Programme The process of managing multiple ongoing inter- SAP ERP and Microsoft Project are used to provide this Management dependent projects. capability. Sales Management Recommendations Sales Management is concerned with the sales of products and services to customers. The capabilities are summarised below, together with recommendations for achieve business benefits aligned to the Council Business Objectives. Where this is currently being delivered by ACCESS the recommendation will be highlighted in GREEN. Capability Description Recommendations Managing the information pertaining to a customer Investigate viability of SAP ERP and/or existing applications to Account particularly in terms of relationship and financial provide a single customer account for all customer bills and Management transactions. payments. Sales Order The processing and maintenance of orders received Investigate viability of SAP ERP and/or existing applications to Management from customers for products or services. provide a single shop front for all Council services. SAP ERP is used to provide this capability. The processing and maintenance of invoices issued to Sales Invoice customers in respect of services or products Replacement of current point to point batch interfacing of Management delivered. invoice details with Process Integration and Data Integration capabilities. ICT Strategy Page 89 of 152
  • The ability to manage all payments received from Investigate viability of SAP ERP and/or existing applications to customers, citizens and businesses by an provide this capability. Payment organisation. Management Replacement of current point to point batch interfacing of payment details with Process Integration and Data Integration capabilities. Service Management Recommendations Service Management groups together all of the capabilities associated with managing a service (at a generic level). The capabilities are summarised below, together with recommendations for achieving business benefits aligned to the Council Business Objectives. Where this is currently being delivered by ACCESS the recommendation will be highlighted in GREEN. Capability Description Recommendations Managing a catalogue of all services offered by the Investigate viability of existing applications to provide this Service Catalogue organisation. capability. This capability is related to the Workforce Management Managing the provision of optimised and cost effective Capacity capability and Demand Management capability. These factors services by helping organisations match their Management should be considered when investigating options for this resources to the business demands. capability. This capability is related to the Workforce Management Availability Allows organisations to sustain service availability in capability, Demand Management capability and Scheduled Management order to support the business at a justifiable cost. Work capability. These factors should be considered when investigating options for this capability. Management of service requests to completion and As the Council moves towards a zoned multi skilled multi Request providing a single point of entry and exit for all service resourcing model the need for a single centralised and Management requests. unified request, incident and problem management system will ICT Strategy Page 90 of 152
  • increase in priority. Consider the interdependencies with Asset Management, Scheduled Work and Workforce Management capabilities. As the Council moves towards a zoned multi skilled multi service resourcing model the need for a single centralised and Managing the process of restoring normal service unified request, incident and problem management system will Incident operation as quickly as possible thereby minimising increase in priority. Management the adverse affect on dependent organisations or individuals. Consider the interdependencies with Asset Management, Scheduled Work and Workforce Management capabilities. As the Council moves towards a zoned multi skilled multi service resourcing model the need for a single centralised and Managing the resolution of the root cause of incidents unified request, incident and problem management system will Problem increase in priority. and thus minimising the adverse impact of incidents Management and problems on business and services. Consider the interdependencies with Asset Management, Scheduled Work and Workforce Management capabilities. Human Resource Management Recommendations Human Resource Management groups together all of the capabilities associated with managing a workforce. The capabilities are summarised below, together with recommendations for achieving business benefits aligned to the Council Business Objectives. Where this is being delivered by ACCESS the recommendation will be highlighted in GREEN. Capability Description Recommendations ICT Strategy Page 91 of 152
  • The ability to record all details relating to employees SAP ERP is used to provide this capability. Employee required to allow an organisation to operate effectively Management e.g. name, address, NI number etc. The measurement and recording of employee Employee performance against predetermined goals and SAP ERP is used to provide this capability. Performance objectives. Training The maintenance of employee training records. SAP ERP is used to provide this capability. Management All aspects surrounding the process of sourcing, Recruitment screening, and selecting people to fill vacancies within SAP ERP is used to provide this capability. Management an organisation. Ensure timely and accurate payment of employee Payroll Management SAP ERP is used to provide this capability. salaries, wages, bonuses and deductions. SAP ERP is used to provide the absence management aspects of this capability. The management and analysis of absence and Time Management working time. The cost appointment of individuals or teams working time to business activities. Investigate the use of SAP ERP and Employee Self Service functionality for time management replacing the current collection of disparate systems. Expenses The processing, payment and auditing of employee SAP ERP is used to provide this capability. Management related expenses. ICT Strategy Page 92 of 152
  • Supply Chain Management Recommendations Supply Chain Management groups together all of the capabilities associated with managing suppliers and procurement. The capabilities are summarised below, together with recommendations for achieving business benefits aligned to the Council Business Objectives. Where this is currently being delivered by ACCESS the recommendation will be highlighted in GREEN. Capability Description Recommendations PECOS and SAP ERP are used to provide this capability. Procurement Management of the processes concerned with the Management acquisition of goods and/or services. Replacement of current bespoke Post Office interfacing functionality with Process Integration and Data Integration capabilities. Purchase Order The process of requesting, approving and issuing SAP ERP is used to provide this capability. Management purchase orders to suppliers for products or services. The process of receipting, processing and reconciling Supplier Invoice invoices received from suppliers in respect of services SAP ERP is used to provide this capability. Management or products received. Remittance The processing of monetary payments to suppliers for SAP ERP is used to provide this capability. Management products or services received. Management of all aspects of the tendering process Investigate viability of existing applications to provide this Tender Management from tender preparation through to evaluation and capability. selection. The ability to manage supplier product and service Supplier Catalogues PECOS is used to provide this capability. catalogues including product details and pricing in an ICT Strategy Page 93 of 152
  • electronic form. Resource Management Application Recommendations Resource Management groups together all of the capabilities associated with managing actual Council resources (e.g. property, furniture/facilities, ICT devices and software, vehicles, etc). The capabilities are summarised below, together with recommendations for achieving business benefits aligned to the Council Business Objectives. Where this is currently being delivered by ACCESS the recommendation will be highlighted in GREEN. Capability Description Recommendations Management an organisation’s assets both physical Asset Management e.g. buildings, equipment and non-physical e.g. digital SAP ERP is used to provide this capability. content. Investigate viability of SAP ERP and/or existing applications to The tracking and management of goods and materials provide this capability. Inventory held available in stock by an organisation e.g. wheelie Management bins, raw materials etc. This capability is dependent on the Demand Management capability. The economic and time based assignation of Allocation Investigate viability of SAP ERP and/or existing applications to organisational resources e.g. vehicles, equipment etc. Management provide this capability. in order to achieve an outcome. Investigate viability of SAP ERP and/or existing applications to The optimal planning and allocation of an provide this capability. Workforce organisation’s employees in order to deliver on their Management service commitments. This capability is dependent on the Employee Management and Time Management capabilities. ICT Strategy Page 94 of 152
  • The management, maintenance and execution of SAP ERP is used to provide this capability. Scheduled Work regular scheduled work that most be undertaken in respect of assets. Investigate viability of SAP ERP and/or existing applications to provide this capability. Demand The matching of supply chain capacity and delivery to Management predicted and actual inventory demand. This capability is dependent on the Recruitment Management and Supply Chain Management capabilities. Financial Management Recommendations Financial Management groups together all of the capabilities associated with managing the organisation’s finances. The capabilities are summarised below, together with recommendations for achieving business benefits aligned to the Council Business Objectives. Where this is currently being delivered by ACCESS the recommendation will be highlighted in GREEN. Capability Description Recommendations The processing of transactions through the main Ledger Management accounting records of an organization such as sales SAP ERP is used to provide this capability. ledger, purchase ledger and general ledger. To utilise cash as efficiently as possible and in a Treasury manner consistent with the orgnaisation’s overall SAP ERP is used to provide this capability. Management strategic objectives. Support for the provision of funds to a project, a Funds Management person, a business or any other private or public SAP ERP is used to provide this capability. institution. Debtor Management The process of recovering debt owed to an Investigate viability of SAP ERP and/or existing applications to organisation by an individual, a business or another ICT Strategy Page 95 of 152
  • organisation. provide this capability. The management of financial transactions that are in Investigate viability of SAP ERP and/or existing applications to Dispute Management dispute. provide this capability. The controlling and reporting of the various costs of Cost Centre doing business aligned to a formal cost assignment SAP ERP is used to provide this capability. Management structure. Pension & The control and management of an organization’s Investment SAP ERP is used to provide this capability. investments and pension information. Management ICT Strategy Page 96 of 152
  • 4.1.9 Specialist Recommendations Although the business can achieve more agility and deliver improved service by achieving increased commonality across the Business Management capabilities there are also unique specialist services that are only delivered by a single service area and not replicated elsewhere across the business. These Specialist application capabilities are shown following. Figure 9 - Classification of Specialist Capabilities Constituent Recommendations These capabilties are aligned to the management of constituent, electoral and Council matters. The capabilities are summarised below, together with recommendations for achieving business benefits aligned to the Council Business Objectives. Where this is currently being delivered by the ACCESS the recommendation will be highlighted in GREEN. ICT Strategy Page 97 of 152
  • Capability Description Recommendations A definitive centralised repository of citizen data used The implementation of Data Integration and Process to provide a single consistent view of citizen Citizen Index Integration capabilities will provide a centralised platform for information across all applications within the the Citizen Index. organisation. Managing electoral processes including electoral Electoral register, voting procedures, electoral standards and Investigate viability of existing applications to provide this Management conduct as well as those services provided to voters, capability. candidates, agents and political parties. A tender evaluation for the supply of a solution that would Administering Council Committee meetings e.g. Committee deliver this capability is currently in progress. Therefore a preparing meeting packs, documenting meetings and Administration recommendation will be made on completion of the tendering publishing details. process. Chamber Provision of support for all aspects of administering Investigate viability of existing applications to provide this Administration the Council’s Chamber e.g. voting system. capability. Revenues & Benefits Recommendations These capabilities relate to the collection of tax revenues and the processing of benefit claims. The capabilities are summarised below, together with recommendations for achieving business benefits aligned to the Council Business Objectives. Where this is currently being delivered by ACCESS the recommendation will be highlighted in GREEN. Capability Description Recommendations The billing and collection of revenues related to Capita Academy Revenues & Benefits is used to provide this Domestic Revenues domestic properties e.g. Council Tax capability. ICT Strategy Page 98 of 152
  • Non Domestic The billing and collection of revenues related to non Investigate viability of Capita Academy Revenues & Benefits Revenues domestic properties e.g. Non Domestic Rates. and/or existing applications to provide this capability. Benefits The processing and payment of benefits e.g. Council Capita Academy Revenues & Benefits is used to provide this Management Tax Benefit and Housing Benefits. capability. Investigate viability of existing applications to provide this capability. Support for the process of investigating allegations of Fraud Prevention The implementation of Data Integration and Process benefit fraud and the subsequent follow up actions. Integration capabilities in combination with Business Intelligence capabilities will provide a platform for Fraud Prevention data analysis. Support for all valuation related processes for both Investigate viability of existing applications to provide this Assessors domestic and non domestic subjects. capability. Social Care Recommendations These capabilities relate to the provision of social care services. The capabilities are summarised below, together with recommendations for achieve business benefits aligned to the Council Business Objectives. Where this is being delivered by the ACCESS Joint Venture the recommendation will be highlighted in GREEN. Capability Description Recommendations The management of information and services relating Review this capability in light of current and future legislative Child Protection to the protection of children and the enhancement of requirements. family stability. All processes and procedures related to the Care Assessment assessment of individuals to receive social work OLM CareAssess is used to provide this capability. services. ICT Strategy Page 99 of 152
  • All services related to the placement of individuals OLM CareFirst is used to provide this capability. Placement within care related services and situations. All services related to individuals convicted of criminal offences e.g. court assessments, parole board Criminal Justice Care OLM CareFirst is used to provide this capability. reports, bail information etc. and provision of support for victims of crime and their families. All services related to the treatment, care and Addiction Care OLM CareFirst is used to provide this capability. rehabilitation of individuals with addiction problems. All services related to the treatment, care and Disability Care OLM CareFirst is used to provide this capability. rehabilitation of individuals with disability problems. All services designed to support independent living for OLM CareFirst and Greater Glasgow Independent Living Living Assistance individuals with disabilities. System (GGILES) are used to provide this capability. All services designed to support individuals who are Homelessness Care Northgate iWorld is used to provide this capability. deemed homeless. Provision of support for all processes surrounding the Care Provider Investigate viability of existing applications to provide this governance of service providers contracted by the Governance capability. Council to deliver Social Work services. Planning & Development Recommendations These capabilities relate to the provision of planning and development services. The capabilities are summarised below, together with recommendations for achieving business benefits aligned to the Council Business Objectives. Where this is currently being delivered by ACCESS the recommendation will be highlighted in GREEN. Capability Description Recommendations Address Gazetteer A definitive centralised repository of address and IDOX UNI-form is used to provide this capability. ICT Strategy Page 100 of 152
  • property data used to provide a single consistent view of address and property information across all The implementation of Data Integration and Process applications within the organisation. Integration capabilities will provide a platform for propagation of Address Gazetteer data to other systems. The designing, implementation and management of Road & Traffic Investigate viability of existing applications to provide this transportation facilities e.g. streets, pavements, bike Planning capability. lanes, public transport lanes, traffic lights etc. Managing all aspects of the planning application and Development approval process and any action required to be taken IDOX UNI-form is used to provide this capability. Management against unauthorised works. Provision of support for the creation of the strategic Regeneration and local frameworks for current and future Investigate viability of IDOX UNI-form and/or existing Planning development projects that will rebuild economic, social applications to provide this capability. and physical infrastructure. Support for all processes and procedures to ensure that building regulations are observed e.g. building Building Standards IDOX UNI-form is used to provide this capability. warrant application, granting of completion certificate, etc. The processing of applications and subsequent IDOX UNI-form is the recommended standard for delivering Improvement Grants monitoring of improvement grants awarded to this capability. individuals, groups or organisations. The technique and science of accurately determining Investigate viability of IDOX UNI-form and/or existing Surveying the spatial position of points and the distance and applications to provide this capability. angles between them e.g. land surveys. ICT Strategy Page 101 of 152
  • Environmental & Scientific Recommendations This section deals with capabilities relating to environmental, trading standards and scientific services. The capabilities are summarised below, together with recommendations for achieving business benefits aligned to the Council Business Objectives. Where this is currently being delivered by ACCESS the recommendation will be highlighted in GREEN. Capability Description Recommendations The management of services concerned with all Environmental aspects of the natural, social, commercial and built IDOX UNI-form is used to provide this capability. Health environment that may affect human health. Environmental The monitoring and management of pollution factors IDOX UNI-form is the recommended standard for delivering Protection in the environment. this capability. A cross-disciplinary area concerned with protecting Occupational Safety the safety, health and welfare of people engaged in IDOX UNI-form is used to provide this capability. work or employment. Standards & The definition and enforcement of commercial and IDOX UNI-form is used to provide this capability. Enforcement safety standards. The management of all aspects of cleansing including Cleansing Currently the subject of a project to review and document bulk uplifts, domestic and commercial refuse Management requirements. collection, street sweeping and litter complaints. Investigate viability of existing applications to provide this Parking Management The management of on street parking. capability. Calibration & The calibration and operation of laboratory/scientific AIS LIMS is used to provide aspects of this capability. Measurement measurement instruments. Environmental Managing the development and application of Investigate viability of existing applications to provide this Governance strategies and policies for design and the environment capability. ICT Strategy Page 102 of 152
  • e.g. listed buildings, green belt and green space provision, environmental impacts, etc. ICT Strategy Page 103 of 152
  • 4.1.10 Platform Recommendations Underpinning all other business, specialist and interaction application elements are enabling components known as platform capabilities. These are described in this section. Figure 10 - Classification of Specialist Capabilities Office Automation Recommendations The capabilities are summarised below, together with recommendations for achieving business benefits aligned to the Council Business Objectives. Where this is currently being delivered by ACCESS the recommendation will be highlighted in GREEN. Capability Description Recommendations The ability to create, edit, format and print electronic Word Processing Microsoft Word is used to provide this capability. documents. ICT Strategy Page 104 of 152
  • The simulation of paper worksheets allowing the user Microsoft Excel is used to provide this capability. Calculation to perform numerical calculations and present results graphically if required. The display of information normally in the form of a Presentation slide show to explain the content of a topic to an Microsoft PowerPoint is used to provide this capability. audience. The combination of word processing and graphical Investigate viability of existing applications to provide this Desktop Publishing design to create page layouts for documents for capability. publication. Microsoft Outlook, Microsoft Exchange and RIM Blackberry Enterprise Server are the recommended standard for A software application that is used across an delivering this capability. organisation to provide enterprise wide email, Groupware collaborative calendaring and informal task and Exchange mailbox servers will be reduced from 13 to 4. A contact management. centralised four node Exchange 2007 cluster will provide mailbox services for all GCC Exchange users. Blackberry Enterprise Server will move to resilient virtualised platform. Client Recommendations The capabilities are summarised below, together with recommendations for achieving business benefits aligned to the Council Business Objectives. Where this is currently being delivered by ACCESS the recommendation will be highlighted in GREEN. Capability Description Recommendations A software application that allows users with Investigate viability of existing applications to provide this Assistive Client disabilities to engage with technology. capability. Browser Client A software application used to locate and display web Microsoft Internet Explorer is used to provide this capability ICT Strategy Page 105 of 152
  • pages. A software application running on a mobile device that Microsoft Windows Mobile and RIM Blackberry Device Mobile Client access local and remote data e.g. accessing email Software are used to deliver this capability. from a mobile phone. A software application specifically designed to allow Investigate viability of existing applications to provide this Kiosk Client user interaction via a touch screen. capability. A software application designed to be especially small Browser Client capability is the recommended capability for Thin Client so that the bulk of the data processing occurs on a client access remote server. A software application designed so that the bulk of the Browser Client capability is the recommended capability for Fat Client data processing occurs on the local desktop. client access Investigate viability of existing applications to provide this capability. Software programs that deliver database functionality Client Database on client devices such as mobile PDAs. Client databases should only be utilised in mobile working scenarios where network access is not consistent. The software component of a client device that is Client Operating Microsoft Windows XP and Microsoft Vista are used to provide responsible for the enablement, management and System this capability. coordination of a computer’s hardware resources. Server Recommendations The capabilities are summarised below, together with recommendations for achieving business benefits aligned to the Council Business Objectives. Where this is currently being delivered by ACCESS the recommendation will be highlighted in GREEN. Capability Description Recommendations ICT Strategy Page 106 of 152
  • A server application that is responsible for accepting Microsoft Windows Server and SAP Web Application Server requests from and providing responses to web are used to provide this capability. Web Server browsers. Apache is required for OLM CareFirst but is non standard. A server application that provides the generic application operations (connection pooling, object and Microsoft Windows Server and SAP Web Application Server memory management, distributed and loose coupled are used to provide this capability. Application Server transaction co ordination, etc.) necessary for executing program logic and for coordinating between ColdFusion is required for OLM CareFirst but is non standard. subscriber requests and publisher responses. Microsoft SQL Server and Oracle RDBMS are used to provide this capability. A server application that provides database Database Server management and enablement services. Ingres is required for Capita Academy Revenues & Benefits but is non standard. The software component of a server that is Server Operating responsible for the enablement, management, Microsoft Windows Server and Sun Solaris are used to System coordination and sharing of a server’s hardware provide this capability. resources. Graphical Recommendations The capabilities are summarised below, together with recommendations for achieving business benefits aligned to the Council Business Objectives. Where this is currently being delivered by ACCESS the recommendation will be highlighted in GREEN. Capability Description Recommendations Computer Aided The use of computer technology to support the design Investigate viability of AutoDesk AutoCAD and/or existing ICT Strategy Page 107 of 152
  • Design and drafting of technical drawings. applications to provide this capability. The artistic and professional disciplines which focus Investigate viability of existing applications to provide this Graphic Design on visual communication and presentation. capability. Investigate viability of existing applications to provide this Image Management The ability to create, edit and print graphical images. capability. Locational Recommendations The capabilities are summarised below, together with recommendations for achieving business benefits aligned to the Council Business Objectives. Where this is currently being delivered by ACCESS the recommendation will be highlighted in GREEN. Capability Description Recommendations Software applications with the ability to determine the Location Investigate viability of existing applications to provide this physical location of the device on which they are Determination capability. hosted. The ability to plan a route between two geographical Investigate viability of existing applications to provide this Route Planning locations. capability. The capturing, storing, analysis, management and Geographic display of geographic information i.e. spatial and ESRI ArcGIS is used to provide this capability. Information contextual data that is linked to a location. ICT Strategy Page 108 of 152
  • 1.24 Data Recommendations Whilst a large proportion of the enterprise architecture data layer is concerned with the data models and data messages used to facilitate business processes, certain aspects of this layer are concerned with the pan business need for analysis of structured data and the management of unstructured data. These data capabilities are detailed in this section. Please note that capabilities concerned with the management and integration of structured data are detailed with the integration recommendations section of this document. Figure 11 - Overview of the Data Capability Portfolio 4.1.11 Business Intelligence Capabilities Business intelligence is concerned with the consolidation, relating and analysis of structured transactional data. These capabilities are summarised below, together with recommendations for achieving business benefits aligned to the Council Business Objectives. Where this is currently being delivered by ACCESS the recommendation will be highlighted in GREEN. ICT Strategy Page 109 of 152
  • Capability Description Recommendations SAP Business Intelligence and Business Objects are used to provide this capability. Formatting of query output typically tabular or Reporting graphical reports containing business data for analytic Review the options provided by the SAP Business Intelligence purposes. / Business Objects stable of products. Ensure recommendations allow for longevity by considering the SAP BI / BO product convergence and roadmap. SAP Business Intelligence and Business Objects are used to provide this capability. The ability to cross reference and combine business Multidimensional data elements or dimensions and results or measures Analysis such that different perspectives of analysis are Review the options provided by the SAP Business Intelligence possible. / Business Objects stable of products. Ensure recommendations allow for longevity by considering the SAP BI / BO product convergence and roadmap. SAP Business Intelligence and Business Objects are used to provide this capability. Structuring of requirements for retrieval and the Querying retrieval of business data from data stores for use in Review the options provided by the SAP Business Intelligence reports and analysis. / Business Objects stable of products. Ensure recommendations allow for longevity by considering the SAP BI / BO product convergence and roadmap. The definition and use of a user friendly descriptive SAP Business Objects is used to provide this capability. (meta data) layer such that business data sets and Semantic Abstraction data item names and relationships are more relevant Review the options provided by the SAP Business Intelligence to a user’s business role and nomenclature. / Business Objects stable of products. Ensure ICT Strategy Page 110 of 152
  • recommendations allow for longevity by considering the SAP BI / BO product convergence and roadmap. SAP Business Intelligence is used to provide this capability. Storage of business data in a common interrelated repository, separate from transactional systems, Review the options provided by the SAP Business Intelligence Data Warehousing which is structured to provide faster access to / Business Objects stable of products. Ensure analytical data. recommendations allow for longevity by considering the SAP BI / BO product convergence and roadmap. 4.1.12 Knowledge Management Capabilities Knowledge management capabilities are those pertaining to the management and structured storage of unstructured data. The capabilities are summarised below, together with recommendations for achieve business benefits aligned to the Council Business Objectives. Where this is being delivered by the ACCESS Joint Venture the recommendation will be highlighted in GREEN. Capability Description Recommendations The management of web and non document content lifecycles (authoring review, approval, etc.). The versioning and structured storage of such content and Content Currently the subject of a project to review and document templates for content generation. In this particular Management requirements. context, content means static, dynamic, and multimedia information displayed in an internet or intranet scenario. The management of document lifecycles (authoring Document review, approval, etc.). The versioning and structured Investigate viability of existing applications to provide this Management storage of documents, scanned images of documents capability. and templates for document generation. ICT Strategy Page 111 of 152
  • The management of identifying, classifying, archiving, Investigate viability of existing applications to provide this preserving, and destroying records. Records are capability. information sets (a combination of electronic Record Management documents, system transactions and other relevant content) with defined structures maintained as evidence by an enterprise in pursuance of legal obligations or in the transaction of business. The ability to search for a data item across all Investigate viability of existing applications to provide this Index & Search unstructured and structured data repositories within capability. an organisation. ICT Strategy Page 112 of 152
  • 1.25 Integration Recommendations Although an enterprise can function departmentally using disparate information silos, this often leads to inefficiency and duplication. By adopting a coherent integration strategy, interaction channels, information and applications functionality can be combined and shared across the whole enterprise enabling a business to maximise reuse and efficiency. The Integration Capabilities needed to achieve these benefits are shown following. Figure 12 - Overview of the Integration Capability Portfolio 4.1.13 Channel Integration Capabilities Channel Integration Capabilities provide functionality to support the convergence of disparate interactions channels into a common queuing, routing, and response platform. The capabilities are summarised below, together with recommendations for achieving business benefits aligned to the Council Business Objectives. Where this is currently being delivered by ACCESS the recommendation will be highlighted in GREEN. Capability Description Recommendations Computer Telephony The integration of voice technologies and relationship The current installation of Cisco IPCC Express provides a Integration management software applications to facilitate the limited amount of CTI through macros. Consider the upgrade ICT Strategy Page 113 of 152
  • synchronised delivery of voice calls to a user’s desk of Cisco IPCC to Enterprise Edition to enable a greater phone with the automatic display of pre identified and amount of CTI to be achieved with greater stability. related relationship management data records on the user’s desktop computer. Investigate viability of extending the Cisco products used for The integration of different streams of communication voice communication and integration with Microsoft Unified Messaging (email, SMS, fax, voice, video, etc.) into a single messaging products (such a Microsoft Exchange and unified storage and management application. Microsoft Outlook) An extension of unified messaging, universal routing is the integration of multiple communications channels (email, SMS, fax, voice, video, etc.) into a single The current installation of Cisco IPCC Express currently 'universal queue' to standardise prioritising and provides this capability but has a number of constraints. Universal Routing routing of items to users for processing. Routing can Investigate the viability of upgrading to Cisco IPCC Enterprise be sensitive to user capabilities and skills with Edition enquiries of a pre determined type routed to experts for handling. The current installation of Cisco IPCC Express currently The ability to generated automated responses to provides this capability but has a number of constraints. Automatic Response enquiries based on their content. Investigate the viability of upgrading to Cisco IPCC Enterprise Edition 4.1.14 Data Integration Capabilities ICT Strategy Page 114 of 152
  • Data Integration Capabilities provide functionality to combine disparate data sources and provide the user with a unified view of these data. The capabilities are summarised below, together with recommendations for achieving business benefits aligned to the Council Business Objectives. Where this is currently being delivered by ACCESS the recommendation will be highlighted in GREEN. Capability Description Recommendations Investigate viability of existing applications to provide this The holistic management of disparate but common capability. data to ensure that an organisation does not use Master Data multiple and potentially inconsistent versions of the Management This capability relies heavily on Process and Application same data in different areas of the enterprise (e.g. customer, citizen, address etc.). Integration capabilities to facilitate real time inter system data communication. The capability should be used in data migration scenarios to move master data from a retiring system to a replacement. The bulk extraction of data from a source system. The Data Extract Due to bulk point to point nature of this capability it does not manipulation and transformation of this data and its Transform Load provide the agility and centralised service oriented subsequent bulk load into a target system. functionality required for day to day application, process and data integration. Investigate viability of existing applications to provide this capability. Ensuring that data is consistent and viable and has Data Quality integrity. Used in combination with Master Data Management and Data Extract Transform Load (ETL) capabilities to ensure data consistency and integrity are maintained or enhanced. 4.1.15 Process Integration Capabilities ICT Strategy Page 115 of 152
  • Process Integration Capabilities provide functionality to support the seamless connection of disparate business applications enabling end-to-end business processes and allow applications to operate as a single virtual system. The capabilities are summarised below, together with recommendations for achieving business benefits aligned to the Council Business Objectives. Where this is currently being delivered by ACCESS the recommendation will be highlighted in GREEN. Capability Description Recommendations Investigate viability of existing applications to provide this The definition, management, automation and capability. execution of a series of decisions or tasks, actioned by disparate applications working cooperatively as Business Process A single central process integration hub should be adopted one virtual system, to produce a final outcome or Management that provides functionality to accommodate all core Process outcomes (e.g. invoice processing – receive invoice, Integration capabilities and related satellite capabilities such validate invoice, match invoice, invoke invoice as Application, Protocol and 3rd Party Adapters. workflow for user approval). Investigate viability of existing applications to provide this capability. The definition, management and use of business Business Rules validation rules used in the automation of business A single central process integration hub should be adopted Management processes that provides functionality to accommodate all core Process Integration capabilities and related satellite capabilities such as Application, Protocol and 3rd Party Adapters. The monitoring and analysis of instances of running Investigate viability of existing applications to provide this business processes and workflows to record the capability. Business Activity quantity and duration of the processes and their Monitoring underlying component steps or tasks. Used to identify transaction processing profiles, volumes and A single central process integration hub should be adopted ICT Strategy Page 116 of 152
  • bottlenecks. that provides functionality to accommodate all core Process Integration capabilities and related satellite capabilities such as Application, Protocol and 3rd Party Adapters. The near real time connection of disparate business Investigate viability of existing applications to provide this applications so that they appear to operate as one capability. single system. Application Integration A single central process integration hub should be adopted that provides functionality to accommodate all core Process Integration capabilities and related satellite capabilities such as Application, Protocol and 3rd Party Adapters. Investigate viability of existing applications to provide this The definition, management and execution of a series capability. of decisions or tasks, actioned by different users Workflow within an organisation, to produce a final outcome or A single central process integration hub should be adopted outcomes (e.g. invoice approval – receipt invoice, that provides functionality to accommodate all core Process match invoice, approve invoice, pay invoice). Integration capabilities and related satellite capabilities such as Application, Protocol and 3rd Party Adapters. Investigate viability of existing applications to provide this capability. A repository of structured information relating to the Services Repository A single central process integration hub should be adopted web services an organisation has available for use. that provides functionality to accommodate all core Process Integration capabilities and related satellite capabilities such as Application, Protocol and 3rd Party Adapters. ICT Strategy Page 117 of 152
  • 1.26 Infrastructure Recommendations Infrastructure Capabilities have been subdivided into the following categories. Figure 13 - Overview of the Infrastructure Capability Portfolio ICT Strategy Page 118 of 152
  • 4.1.16 Sharing Capabilities The capabilities are summarised below, together with recommendations for achieving business benefits aligned to the Council Business Objectives. Where this is currently being delivered by ACCESS the recommendation will be highlighted in GREEN. Capability Description Recommendations File and print servers will be reduced from approximately 100 to 6. At the core of the consolidation strategy will be 2 EMC Network Attached Storage (NAS) gateways, located in the The ability of a user to store, share and retrieve files main data centre. File Sharing on a centralised, shared and secure storage resource regardless of location. Novell File and Print servers will be migrated as a priority since these run unsupported operating systems on unreliable hardware. Quest NDS Migrator will be used to expedite the migration. The ability to share printing facilities between users Print services will be delivered by a centralised 2 node Print Sharing and for users to print to any printing device they are Windows 2008 cluster located within the main data centre. permitted from any location. The ability to centrally and securely store user, user Microsoft Active Directory will be used to provide this Resource Directory group, resource and device information, credentials capability. and permissions. Meaningful name standards will be adopted for all hosts. The naming of shared resources and user devices Host Naming and grouping of these named resources into related collections. Domain Naming Service (DNS) will be used to provide this capability. Host Addressing The assignment of network addresses to shared Servers and printers will use static IP addresses. ICT Strategy Page 119 of 152
  • resources and user devices. Dynamic Host Configuration Protocol (DHCP) will be used to assign IP addresses to user devices. 4.1.17 User Device Capabilities The capabilities are summarised below, together with recommendations for achieving business benefits aligned to the Council Business Objectives. Where this is currently being delivered by ACCESS the recommendation will be highlighted in GREEN. Capability Description Recommendations In order to minimise support and system administration A battery powered device with an embedded overhead it is recommended that one standard mobile phone Mobile Device operating system used for mobile voice calls and for specification and one standard Blackberry specification be mobile data and application access. supported. A small and portable personal computing device able In order to minimise support and system administration to run from battery and mains power with all the Laptop Device overhead it is recommended that one standard laptop elements of a desktop computer (screen, keyboard, specification be supported. mouse, etc) integrated in to one unit. In order to minimise support and system administration A personal computing device in a form designed to Desktop Device overhead it is recommended that one standard desktop operate from a single fixed location. specification be supported. A shared computing device in a form designed to operate from a single fixed public location with Kiosk Device This capability is under review. integrated touch screen technology to eliminate the need for a keyboard during normal use. A device that produces hardcopy of electronic content, Multi Functional Devices (MFD) incorporating scanner, Printing Device data, documents, images and such. photocopier and printer will be used to provide this capability. ICT Strategy Page 120 of 152
  • A device that digitises hardcopy to produce an Multi Functional Devices (MFD) incorporating scanner, Scanning Device electronic image file. photocopier and printer will be used to provide this capability. 4.1.18 Hosting Capabilities The capabilities are summarised below, together with recommendations for achieve business benefits aligned to the Council Business Objectives. Where this is being delivered by the ACCESS Joint Venture the recommendation will be highlighted in GREEN. Capability Description Recommendations Web hosting will be outsourced and managed by ACCESS. The ability to host a web (Internet and/or Intranet) site Web Hosting web applications, web content or part thereof. A virtualised server model will be adopted to improve resilience and reduce cost. Applications will be hosted centrally on servers within the data Application Hosting The ability to host an application of part thereof. centre and accessed by the user via a browser client. SQL Server databases will be hosted on a centralised 4 node SQL Server cluster. SQL Server databases that cannot be hosted on this cluster Database Hosting The ability to host a database. will be hosted on a virtualised Windows server platform. Oracle databases will be hosted on virtualised Sun Solaris server platforms. Windows servers will be virtualised using VMware The ability to create many virtual hosts on a much Virtualisation Infrastructure deployed on a scalable server farm. smaller number of physical hosts. ICT Strategy Page 121 of 152
  • Sun Solaris servers will be virtualised using Solaris Containers and deployed on a number of scalable server farms. Additional capacity can be introduced into all server farms by adding new physical nodes. For applications requiring guaranteed high availability levels clustering solutions will be adopted. Windows server will be clustered using Microsoft Clustering The ability to provide a degree of operational Services. High Availability continuity during a given measurement period. Windows virtual servers will benefit from the high availability features of VMware Infrastructure. Sun servers will be clustered using Sun Cluster. A dual data centre configuration will provide disaster recovery. A secondary VMware server farm and secondary Solaris server farms, together with a second Storage Area Network The ability to rapidly recover applications and services (SAN) will be located in this second data centre. Data Disaster Recovery to a disparate host when the current host is subject to replication will be used to replicate essential primary site data a disaster which renders it unusable. (production data, P2V server images, etc) to the secondary data centre. During normal service conditions these secondary server farms and SAN will be used for non production purposes ICT Strategy Page 122 of 152
  • (development, testing, etc). In the event of a disaster, critical services will failover to the second data centre. Services hosted on Sun Solaris will fail over onto dedicated secondary Sun Solaris server farms. Windows based services will failover from primary physical servers to secondary virtual servers using a process known as Physical to Virtual (P2V). To achieve this, virtual images of physical servers maintained and available at the secondary site will be activated within the secondary VMware server farm. Environmental efficiencies will be achieved running on high density server hardware and using virtualisation technology wherever possible. The ability to minimise the utilisation of environmental Environmental resources such as power, cooling and space whilst Windows and VMware servers will be hosted on high end HP Efficiency maintaining operational effectiveness. blade servers. Sun Solaris servers will be hosted on high end 2U CoolThread servers. 4.1.19 Storage Capabilities ICT Strategy Page 123 of 152
  • The capabilities are summarised below, together with recommendations for achieving business benefits aligned to the Council Business Objectives. Where this is currently being delivered by ACCESS the recommendation will be highlighted in GREEN. Capability Description Recommendations The storage of data using centralised shared A centralised SAN infrastructure will be used to provide this Centralised Data resources. capability. SAN data replication will be used to deliver this capability. The ability to automatically replicate centrally stored Data Replication data from one storage device to another for resiliency The two SANs at the primary and secondary data centres will and protection against catastrophic failure. be connected by Fibre Channel running over a high bandwidth optical fibre metropolitan area network. A centralised back up and restore infrastructure based on Symantec Netbackup software will be deployed to protect all The ability to effectively and efficiently back up and SAN and non SAN attached data stores. Backup & Restore restore centrally stored data. This will improve reliability and scalability and reduce administrative overheads. Archiving will be implemented on an as need basis. The form of archiving used will vary depending on the data availability Moving historical data (that no longer impacts needs of a given scenario. Archiving processing) from the processing location to a long term storage location. As appropriate lower specification (and cost) online, nearline and offline storage will be used to hold archived data. 4.1.20 Remote Connectivity Capabilities ICT Strategy Page 124 of 152
  • The capabilities are summarised below, together with recommendations for achieving business benefits aligned to the Council Business Objectives. Where this is currently being delivered by ACCESS the recommendation will be highlighted in GREEN. Capability Description Recommendations Cisco VPN client and concentrators will be used to provide an The ability of staff to access their organisation’s ICT Employee Remote IPSec Virtual Private Network (VPN) connection for resources from a remote location outside the Access employees, authenticated and encrypted using a Public Key organisations boundary of trust. Infrastructure (PKI). Cisco VPN concentrators will be used to provide a Transport The ability of staff of trusted third parties to access an Partner Remote Layer Security (TLS) Virtual Private Network (VPN) organisation’s ICT resources from a remote location Access connection for partners, authenticated and encrypted using a outside the organisations boundary of trust. Public Key Infrastructure (PKI). The networks outside an organisation’s boundary of Remote Access trust used to gain remote access to the organisations The Internet will be used as the Remote Access Network. Network ICT resources. 4.1.21 Fixed Connectivity Capabilities The capabilities are summarised below, together with recommendations for achieving business benefits aligned to the Council Business Objectives. Where this is currently being delivered by ACCESS the recommendation will be highlighted in GREEN. Capability Description Recommendations LES 100 and LES 10 circuits are generally used for major The inter site elements of the network that operate Wide Area Network sites. ADSL is used for smaller sites. outside the city centre. ICT Strategy Page 125 of 152
  • However cost is an overriding factor and in certain instances circuit selection will be driven by the bandwidth and distance requirements rather than the circuit type. Metropolitan Area The inter site elements of the network that operate WDM fibre ring providing a resilient 2Gb connectivity between Network inside the city centre. major city centre sites. 1Gb and 100Mb Ethernet using Cisco switches and CAT6 Local Area Network The intra site elements of the network. cabling. TCP/IP (IPv5) is the network protocol of choice. Storage Area The interconnection of centralised shared host 4Gb Cisco SAN switch Fabric Network resources to centralised storage resources. Resilient 20Mb links to ISP with a third diverse route available Internet Access The connection to the Internet. via JANET. Ensuring that data transmitted across the network is Class & Quality Of given the transport processing priority it requires to Quality of Service is utilised for Voice Over IP traffic. Service remain viable. The routing of data to different segments within the Traffic Routing network and to interconnected networks outside the Cisco routers are used to provide this capability. organisations boundary of trust. 4.1.22 Mobile Connectivity Capabilities The capabilities are summarised below, together with recommendations for achieving business benefits aligned to the Council Business Objectives. Where this is currently being delivered by ACCESS the recommendation will be highlighted in GREEN. Capability Description Recommendations The connection of a host to the network without the 802.11a - n devices with WPA encryption are used to provide Wireless Access need for physical wire connection. this capability. ICT Strategy Page 126 of 152
  • The ability to access data using a mobile device. 3G (UMTS) and 2.5G (GPRS) will be used for mobile data Mobile Data Access access depending on service availability. Global Positioning The ability to receive global positioning signals from GPS will be provided by GPS receivers embedded in the user Access satellites orbiting the Earth. device. ICT Strategy Page 127 of 152
  • 5 Current Transition Initiatives Many of the Recommendations listed in the previous section relate to actual transition projects that are either currently underway or recently completed within ACCESS to transform the ICT Services delivered to Glasgow City Council and its Affiliates and Partners for Service. This section provides a summary of these initiatives. 5.1.1 Launch of the Enterprise Service Centre ACCESS has centralised separate Service Desks operating within different Council Services to a single “Enterprise” Service Centre that supports all of the ICT and Property Services provided by ACCESS. In addition, ACCESS has agreed Service Level Agreements with Glasgow City Council and a calendar of Service Level Improvement over the next two years. This is supported by the following transitions within the Enterprise Service Centre and the Transition Projects listed below:- • ITIL has been adopted as the basis for standard processes across the Enterprise Service Centre • All staff have all undergone knowledge transfer and ITIL awareness training. • New Service Management software applications and tools are being introduced • Overflow from the ACCESS Enterprise Service Centre and out of office support is provided by the Serco Service Centre. 5.1.2 Infrastructure Transformation A programme of transformation projects is currently installing the infrastructure to deliver the many of the infrastructure recommendations. These projects will deliver a centrally Managed, consolidated state of the art technology infrastructure for hosting applications. Specifically the Infrastructure Transformation underway will deliver the following:- • Highly specified Blade Server technology for hosting a VMWare based Virtualisation environment • A Highly available Unix Cluster environment for hosting Solaris based applications with a virtualized environment using Solaris Containers • Highly scalable Virtualised Solaris and Wintel Environments ICT Strategy Page 128 of 152
  • • A replicated storage environment utilizing two Enterprise Storage Area Networks hosted at different sites across an optical fibre network for increased availability and increased data recovery. • A Virtualised Application Recovery mechanism for increased availability • A consolidated Active Directory • A centralised File and Print environment based leveraging the Storage Area Network 1.27 Application Transformation As outlined in Section 4 the insufficient coherence across the applications used within Glasgow City Council represents a barrier to the Council’s ability to deliver its business objectives. To address this, ACCESS is developing an Application Portfolio Management (APM) process aligned to the Enterprise Architecture described within this document and is currently working with the Council to produce the first set of business cases for transforming the applications estate as well as delivering some key upgrades to key applications. The aim of Application Portfolio Management is to remove duplication, improve integration, lower costs and enable business transformation by using fewer more powerful and enterprise ready applications and by focusing Application Service resources on these critical applications. Initially, ACCESS will maintain the ‘as is’ service levels, and over time, transition to and thereafter consistently meet the ‘to be’ service levels. An essential part of the transition process and ongoing service transformation is to undertake an application classification, rationalisation and optimisation exercise for all applications used by the Council, that are within the scope of the ACCESS service. This exercise is part of APM governance and is concerned with the alignment of software application capabilities and functionality to the tactical and strategic needs of the business and will identify candidate applications for retirement, rationalisation, investment, integration and exploitation in the future application landscape. ICT Strategy Page 129 of 152
  • However APM is not just a one off exercise but an ongoing governance and consultancy process designed to establish, enforce and optimise common application standards, processes, controls and solutions ICT Strategy Page 130 of 152
  • 6 Current Strategic Opportunities 1.28 Office Improvement Plan The Office Improvement Plan is a key part of the Property Strategy. It defines the future of office use for Glasgow City Council within Glasgow City Centre. The business case for the transformation of the office space within the City is predicated on the ability to leverage new technologies for the following and therefore represents an opportunity to deliver the recommendations associated with these:- • Document Storage and Archiving • Printing 1.29 Vehicle Tracking Business Requirements Glasgow City Council’s Land and Environmental Services have identified Business Requirements for the introduction of the following Capabilities to support the transformation of their services:- • Location Awareness (vehicle location) • Vehicle Telemetry • Route Optimisation • Mobile access to Applications 1.30 Land and Environmental Services Business Requirements Land and Environmental Services have expressed business requirements for a number of key Capabilities to deliver integration and transformation of the Service. In particular the following Capabilities are required:- • Location Awareness • Route Planning • Service Management • Workforce Management ICT Strategy Page 131 of 152
  • • Customer Management • Business Intelligence 1.31 Corporate Address Gazetteer Integration A number of requirements are emerging for the integration of the Corporate Address Gazetteer to allow consumption of address management services from other applications across Council Services and externally to third parties. This provides strategic opportunity for the following Capabilities • Master Data Management • Web Service Exposure ICT Strategy Page 132 of 152
  • 7 Standards For each Capability defined within this ICT Strategy ACCESS will define standards (in line with the recommendations made and the Principles outlined in this document) that ACCESS can used to govern conformance with the Strategy. A standard will define the preferred means of fulfilling a Capability and will provide technical details to the technical teams of how to achieve this. For example for the Application Hosting Capability, ACCESS will define standards for how we implement applications hosting within our Virtualised Server Environment, for implementing storage on the Storage Area Network (SAN), etc). ICT Strategy Page 133 of 152
  • APPENDIX A – Current Trends This section provides a summary of key trends that are worthy of note and have represented an input into this ICT Strategy. To enable the structuring of Technology trends and to enable alignment to other components of the ICT Strategy, the technology trends have been broken into the layers of the ACCESS Enterprise Architecture model as follows:- 1.32 Security Trends Trend Description Implication Criminalisation of Previously, the motivation behind hacking and There is a market for personal and financial information so the underground virus writing appeared to be the technical employees are more likely to leak information. challenge and kudos within an on-line Web site vandalism has been overshadowed by the use of underground community. Now there is money vulnerable legitimate sites to spread malicious software on to be made from taking control of vulnerable to visitors PCs. PCs and stealing personal and financial Viruses are modified and reissued in a way that old school information so organised criminal gangs have hackers would find unimpressive but which are stretching taken over. the ability of signature based AV software to recognise variants. Increased public Controversy over national databases and a The damage to reputation caused by an incident increased concern over privacy series of security incidents has focussed public sharply in the last year, but may be levelling off due to the and security and media attention on the protection of number of incidents that are being reported. personal information ICT Strategy Page 134 of 152
  • Flexible governance Partnership working and arms length operation It is often difficult to assign ownership of of services require new approaches to assets and risks to a single person or organisation. governance and data sharing. The principle that “Company business will only be done using Company equipment” is too simplistic for a modern public sector organisation. The porous Traditional security is based on gathering A secure perimeter is still required to control the use of a perimeter valuables in one place, creating a secure network, but can no longer be the bastion against all threats perimeter and controlling access across that that it once was. perimeter. It is getting harder to control the wide number of ways available to transmit and transport data. In many cases, it is hard to even define a perimeter at all. Managed services Managed security services are becoming more commonly used. 1.33 Data Trends Trend Description Implication Master Data Master Data Management (MDM) is a Master Data Management enables:- Management technology that has emerged to address the • “Virtual” single repository for data entities problem of managing distributed common data.. • Data Quality Improvement Most organisations have a large number of • Improved visibility of data management across the disparate ICT applications that have been enterprise ICT Strategy Page 135 of 152
  • developed in-house or have been bought from a • Consistent use of data across the software vendor. The organisation’s data in enterprise (write once, use many) these situations is federated across databases • Introduction of Data Stewardship within the Business proprietary to these applications. However, • (Business-Driven) Data Quality Governance many of the applications share common business data (e.g. customer/citizen name, address, etc). Common data distributed across application databases can very easily become inconsistent and result in degrading data quality (resulting in business process exceptions) if there are no software tools and business processes to manage data as a whole across the applications. MDM solutions vary significantly across the market but the common capabilities provided by MDM include:- • Data Key Mapping Across Applications • Data Standards Specification • Data Mapping and Conversion • Data Master Location • Data Auditing 1.34 Application Trends ICT Strategy Page 136 of 152
  • 7.1.1 Collaboration Application Trends Trend Description Implication Voice over IP Voice of IP (VoIP) has emerged as a cost- Increasingly voice is being more closely integrated with effective way of managing voice other messaging communications capabilities. Increasingly communications across an organisation. VoIP is equipment vendors and service providers are providing a protocol that allows voice communications application programming interfaces (APIs) and are providing (e.g. telephony) to be transmitted over Internet software based voice communications solutions. Protocol (IP) thus VoIP enables improved Increasingly voice is being treated as an integral part of the economies of scale through the use of common application portfolio rather than as infrastructure. infrastructure components (rather than through dedicated telephony equipment) and convergence of voice with other applications. Unified Messaging/ “Unified Messaging” has emerged as the term Rather than having different mechanisms for sending, Unified that describes the convergence of the variety of receiving and storing messages, individuals will be provided Communications messaging services that are available to the with a single mechanism across all of their devices (e.g. individual. Specifically it describes the mobile phone, PDA, PC, TV, etc). An interesting dynamic in convergence of SMS, Instant Messaging (IM), the market of Unified Messaging is that the convergence is Voice, email, fax and video messaging into a driving increased competition across telecommunications single common messaging service service providers, software suppliers and equipment suppliers as they strive to take a market lead within the new converged marketplace. Web Services In recognition of the increased demand to do The Web Services standards were specified to enable ICT Strategy Page 137 of 152
  • business on the web, The World-Wide Web Business-to-Business (B2B) messaging Consortium (w3C) produced a set of standards on the internet. They provide a means of describing the for specifying online services. The standards interactions required to deliver a specific transaction and a (known as the WS.* standards) provide a means of describing the business content (data) required for comprehensive set of messaging standards for individual messages within the transaction. Consequently transmitting and receiving business data on the the standards emerged as a means of describing internal internet. interface and have emerged as the basis for Service- Oriented Architectures (SOA). The WS.* standards are somewhat heavyweight in that there are a lot of standards to conform to and provide a lot of flexibility and are consequently regarded as complex (particularly for services that are simple in business terms). More recently it has been recognised that the fundamental mechanism of publishing to the internet (REST) can also serve as the basis for describing a Web Service and provides a simpler alternative to describing simple Web Services Wikis The standard means of publishing information Wikis enable a greater amount of collaboration for the to the Internet traditionally is through content publication of data and is particularly valuable for knowledge management and a centralised team that sharing and dissemination. None more so is this evident ICT Strategy Page 138 of 152
  • controls the content. A recent trend however is than Wikipedia (an online encyclopaedia the emergence of Wikis. Wiki technology that uses Wiki technology to enable members of the public changes the publication model from a from across the world to provide content on any topic they centralised controlled one to a distributed desire. Wikipedia has become one of the top ten websites in controlled one and thus enables collaborative the world yet have only ten staff that perform primarily publication business and admin functions. The quality of content is controlled by its readers. Wikis can be procured on a software license basis or as a managed service, for the latter increasingly suppliers are tailoring wiki services for specific needs (e.g. family websites, professional groups, etc). Blogs Web Logs (Blogs) have emerged as one of the Increasingly Blogs are being used to provide a direct means most prevalent and mainstream forms of of communicating to a large readership and facilitating publishing to the internet. A blog is usually consultation. (by-pass traditional media channels) provided as a managed service and allows users to publish news and article to the internet very rapidly and through Feeds (see below) allows others to subscribe to the news/articles Feeds “Feeds” are a mechanism for subscribing to Initially Feeds were used for news syndication on popular changes on a webpage. The most common websites such as www.bbc.co.uk. The service allows ICT Strategy Page 139 of 152
  • feed technology is RSS (Real Simple users to view new news articles without Syndication), visible on many web pages visiting the website. To view feeds users use “aggregators” through the following logo:- which could either be software running on the users PC (many browsers now come pre-integrated with a feed aggregator) or as an online service (e.g. “Google Reader”). More recently feeds are also being used for social and professional networking (see below) by providing a means for individuals to (through services such as Facebook, Bebo, LinkedIn, etc) publish content (e.g. blogs, multimedia as well as status updates (e.g. “FriendFeed”), friend connections, colleague connections, etc) Social and One of the most dramatic changes in the usage Many of the Social Networking websites enable users to Professional of the internet has been the change of use from create social groups that enable users to subscribe to which Networking a publication mechanism to a collaboration and provide a means of users discovering people with similar interaction tool. Many of the trends described in interests and arranging events. Given the extent to which this section are leveraged by suppliers of “social these websites have become popular with the public they networking” websites that allow users to build may provide a powerful mechanism for enablement of online networks of friends and colleagues and specific social groups or engagement with members of to interact online. specific social groups. ICT Strategy Page 140 of 152
  • Location Aware One of the emergent trends in collaboration is Location Aware Services have the Services that of location awareness. As the functionality potential to provide citizens, and tourists visibility of both provided by mobile devices increasingly Council Services available to them and local business converge (see below) into single devices, the services that are available to them within their current combination of these functionalities enable a vicinity in an easily accessible way richer set of services to be delivered to the user. One of these combination is that of location awareness (through GPS positioning or cellular mobile information) combined with location- based services. Users on the move can now access local maps based upon their location, directories of services (e.g. taxi companies, hotels, cash points, etc) based upon their location, etc 7.1.2 Business Application Trends Trend Description Implication Vendor As the market for business applications grew, The number of vendors within the business application Consolidation companies established their products by market is becoming fewer and the scale of the business ICT Strategy Page 141 of 152
  • focusing on a subset of the overall business or application solutions being offered by by specialising within specific industry sectors. vendors is becoming larger in scope and components are The result of this was a very crowded being shipped pre-integrated. It is increasingly making more marketplace with many, overlapping products. commercial sense to work closely with one business Very few of these products are shipped with application vendor to deliver the full extent of business standard integrations with other products and applications to allow that company (with their strong industry thus Customers of these products are expected knowledge) to deliver standard integrations rather than to to build (through their own resources or through build bespoke integrations. The business application third party resources) bespoke integrations vendors are also leveraging best practice architectural between standard products. principles such as Service-Oriented Architecture (SOA) (see below) hence by taking this approach, customers can also The market leading application vendors have take advantage of these latest technologies. recognised this and are beginning to offer complete business solutions (either through their own expansion of their portfolio or through acquisition) to increasing customer value and increase market share. Office Automation Tighter integration between of Office Integration Automation products (such as Microsoft Outlook) and Business Applications, thus closing the loop (for example) between calendar ICT Strategy Page 142 of 152
  • management and time management. 7.1.3 Integration Trends Trend Description Implication Service Oriented Historically companies have attempted to build • Service-Orientation allows greater business control, Architecture (SOA) integrations between their disparate flexibility and alignment of functionality and data applications on an ad-hoc basis to deliver a across the business. It enables businesses to prevent specific business requirement. Service-Oriented an uncontrolled proliferation of point-to-point Architectures (SOA) however represent san integrations between applications that are specific to architectural style for building integrations one part of the business’ needs. Instead SOA defines between applications across the enterprise and a single place where the functionality and data is for exposing functionality externally (i.e. to the owned and exposes it as a Service (usually using web as web services). Rather than focusing on Web Services standards). Any application that the technical detail of the logistics of passing of requires this functionality would call the Service specific data attributes between two software through a clearly defined (Web Service) interface that applications on a point-to-point basis. “Service- is owned by the application providing the service. Orientation” focuses on the business context of • SOA encapsulate complexity the Service that is provided by one Application • A key principle of a Service Oriented Architecture is to any other Application. the concept of ownership of service. For example if an application is considered to be the standard application for managing addresses, then the definition of any address management services that ICT Strategy Page 143 of 152
  • can be called by other applications is owned by the owning application (consuming applications have to conform to the providing applications service specification). • SOA implies that a portfolio or catalogue be maintained of all of the services that are available across the enterprise Enterprise Service Enterprise Service Bus (ESB) is the latest Bus (ESB) incarnation of middleware technology that enables the encapsulation of business applications as Services and can manage asynchronous transactional-based integration. Business Process As organisations begin to leverage Service- Business Process Integration increases Business/ICT Integration Oriented Architectures they can begin to alignment and enables greater control and agility of how ICT demand the ability re-configure how services applications are integrated. delivered by software applications are consumed by business processes to provide greater business agility. Business Process Integration (enabled by Business Process Execution, see below) enables business control over the integration of applications by allowing ICT Strategy Page 144 of 152
  • business users (through a graphical user interface) to specify business workflows that consume application services. Business Process Business Process Execution Language (BPEL) BPEL enables greater business/ICT alignment by providing Execution has emerged as an industry standard for the means for graphical representation of business process providing a machine readable description of a into an executable format that can be used to directly business process. Thus BPEL provides the configure ICT applications (and business process basis for enabling a human-readable graphical integration, as above). Thus enabling a more agile and representation of a business process into a flexible ICT estate that is directly aligned with the business. machine readable format that can serve as the basis for business process integration or indeed the configuration of specific business applications that incorporate business process workflow. 1.35 Infrastructure Trends 7.1.4 User Device Trends Trend Description Implication Convergence Historically, people have become familiar with Users will increasingly have access to a range of services ICT Strategy Page 145 of 152
  • carrying multiple devices that perform different through a single portable device functions (e.g. Mobile phone, MP3 Player, PDA, Games Console, GPS device, etc. Increasingly the functionality provided by these devices is converging into single multi-functional mobile devices Location awareness GPS positioning capability has become a 7.1.5 Server Trends Trend Description Implication Virtualisation Virtualisation is expected to transform corporate More and more services will become suitable candidates for computing and the way in which business is virtualisation with the obvious associated advantages: done over the coming four years, claims a • Save money special report by Gartner. • Conserve energy It is expected that this current trend will continue • Secure data and grow as software vendors lift the (vastly • Introduce flexibility and redundancy artificial) restrictions on supporting their products on virtualised environments. Virtual servers are extremely easy to deploy, this introduces the risk of uncontrolled proliferation. Blade Technology Blade technology is rapidly becoming a de facto Very few data centre servers will require old style ‘pizza box’ standard. Most of the limitations that were enclosures. These will be relegated to the periphery, where ICT Strategy Page 146 of 152
  • present in earlier blade technology have been isolated servers may be required. overcome and now blades offer very high core Capacity and budget planning practices need to adapt to this density and higher I/O. new paradigm since a minimal requirement can trigger a large expenditure when a new blade chassis is required. ICT Strategy Page 147 of 152
  • Appendix B – Glossary of Terms Term Explanation AD Active Directory AV Anti-Virus ADSL Asynchronous Digital Subscriber Line API Application Protocol Interface B2B Business-to-Business BI Business Intelligence BPEL Business Process Execution Language CAT5 Category 5 Cable CE Chief Executive Department CRM Customer Relationship Management CSG Cultures and Sport Glasgow DHCP Dynamic Host Configuration Protocol DMZ De-militarised Zone DNS Domain Name Service DRS Development and Regeneration Services EAL4 Evaluation Assurance Level 5 of the ITSec Security Standard e-GIF e-Government Interoperability Framework EAI Enterprise Application Integration ERM Enterprise Resource Management ESB Enterprise Service Bus ETL Extract, Transform and Load ICT Strategy Page 148 of 152
  • Gb GigaByte (1024 Mb) GCC Glasgow City Council GPRS General Packet Radio System GPS Global Positioning System HTTP Hypertext Transfer Protocol ICT Information and Communications Technology I/O Input and Output ICT Information and Communications Technology ISP Internet Service Provider IP Internet Protocol IPSec Internet Protocol Security ITIL Information Technology Infrastructure Library IVR Interactive Voice Recognition Kb KiloByte (1024 bytes) LES Land and Environmental Services LES10, LES100 Local Area Network Extension Services LDAP Lightweight Directory Access Protocol Mb MegaByte (1024 Kb) MFD Multi-Functional Device MDM Master Data Management MIIS Microsoft Identity Integration Server MIME Multi-purpose Internet Mail Extensions MMS Multimedia Messaging Service ICT Strategy Page 149 of 152
  • NAS Network Address Storage NDS Novell Directory Service NT Network Technologies OWA Outlook Web Access PC Personal Computer QoS Quality of Service SAN Storage Area Network SMS Simple Messaging System SOA Service-Oriented Architecture SQL Standard Query Language SW/EDU Software and Education Services Tb TeraByte (1024 Gb) TCP/IP Transmission Control Protocol/Internet Protocol TLS Transport Layer Security UMTS Univesal Mobile Telecommunications System USB Universal Serial Bus VoIP Voice over IP VPN Virtual Private Network W3C World-wide Web Consortium WOA Web-Oriented Architecture WPA Wi-Fi Protected Access WS Web Service XML eXtensible Markup Language ICT Strategy Page 150 of 152
  • Appendix C – References ICT Strategy Page 151 of 152
  • Re f Document Author No [1] The Glasgow City Council Plan 2008 to 2011 Glasgow City (www.glasgow.gov.uk/NR/rdonlyons/AA3656F- Council E74C-8436/4F5E-8436-0559AC62E7BE/0/.TheGlasgowCityCouncil Plan1616.pdf) st [2] Access Glasgow, e-Government Strategy “Creating a 21 Glasgow City Century City” (www.glasgow.gov.uk/NR/rdonlyons/0BA23F0F- Council OEF7-417C-87F8- E6A360E2777C/0/Creatinga21stCenturyCity2006Final.pdf) [3] The Zachman Framework The (www.zachmaninternational.com/index.php/home-article/13#maincol) Zachman Institute [4] The Open Group Architecture Framework (TOGAF) The Open version 8.1.1 (www.opengroup.org/architecture/togaf8-doc/arch/) Group [5] Ernst & Young ITEM Club Scotland – 2009 Forecast (http:// Ernst & www.ey.com/global/content.nsf/UK/ITEM_Club_Scotland) Young [6] The e-GIF Accreditation Authority The e-GIF (www.egifaccreditation.org/index.html) Acceditation Authority [7] Freedom of Information Act DirectGov (http://www.itspublicknowledge.info/home/ScottishInformationCommi ssioner.asp) ICT Strategy Page 152 of 152