Microsoft Word - DE IS


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Microsoft Word - DE IS

  1. 1. DE: IS and e-Business Strategy Final V1.6: 3rd February 2004 Department of Education (DE) IS and e-Business Strategy Management Summary Final Version: 1.6 Dated: 3rd February 2004 This report has been prepared for and only for the Department of Education in accordance with the terms of the “Framework Contract for the Provision of Information Systems, E-Business and Related Systems (ref: 3530/99)” and our Proposal Number 088, Dated: 14 April 2003 and for no other purpose. We do not accept or assume any liability or duty of care for any other purpose or to any other person to whom this report is shown or into whose hands it may come save where expressly agreed by our prior consent in writing. Page 1 of 27
  2. 2. DE: IS and e-Business Strategy Final V1.6: 3rd February 2004 Introduction Background 1 The Department of Education’s (DE’s) last IS Strategy review was completed in June 2001. Since then a number of the projects identified in the e-Business Strategy have been taken forward. In addition the 5 Education & Library Boards (ELBs) completed an IS & e- Business Strategy in April 2003. A number of planned ELB initiatives will contribute to DE’s ability to enhance “evidence based policy development.” 2 There is also a continuing need, in light of the rate of change in technology and in the wider public sector, to ensure that the e-business strategy continues to be relevant, providing a basis for improving delivery of services electronically, and facilitating provision of high-quality management information. 3 Consequently this IS & e-Business Strategy review was undertaken to provide DE with an up-to-date and prioritised action plan. There are a range of IS & e-Business strategies already in place within the Education Service. In the remainder of this report we set out the future IS and e-Business Strategy for the Department, this is not a strategy for the Education Service as a whole. Strategic Context 4 It is important to recognise the range of initiatives that form a strategic backdrop to this Strategy. The figure below summaries some of the major e-Business strategic initiatives in Northern Ireland. E-Government Strategic Initiatives New TSN (1998) Citizens First (1999) Modernising Strategy2010(1999) Targets OnlineNI Government Leapfrog to Information Age (2000) for Electronic Vision (2003 (1999) Programme for Government (2001) Service Delivery (2002-2005) E-procurement UK Strategy On Line NI UKonline (2003 NI (2001 Initiatives Initiatives Governmentt E-participation Gateway (2003 Knowledge Knowledge (2000) Network (2001 Network CITU (NI) (2000) EDRM Project (2002-2003) Review of Government eHR Public Secure Intranet E-Business in Administration (2002 Causeway Northern Ireland- (2002-2003) PSN Programme Key Drivers Corporate (2000 ) NICIC Technology Freedom of Strategic Information (2002 Pointer Framework e-nabling Act (2000) initiatives Accounting Services Windows Corporate Programme 2003 Broadband IT Strategy Legislative Electronic Services Communications (2003 Factors Act (NI) 2001 PricewaterhouseCoopers LLP Page 2 of 27
  3. 3. DE: IS and e-Business Strategy Final V1.6: 3rd February 2004 5 In Appendix E of the main report, we include a detailed description of these strategic initiatives. It is important to stress that these form an important part of DE’s future IS and E-business strategy and may indeed have significant financial and human resource implications for DE. Strategic Initiatives (Internal to DE) 6 The existing DE IS and e-Business strategy, developed by the Department in 2001, identified the following key themes: (a) Effective exploitation of information resources and IS; (b) Business support and internal efficiency in the Education Service; (c) Electronic service delivery and joined-up working; (d) Improvement and upgrading of ICT infrastructure; and (e) Effective governance of IS in the Department. 7 The strategy also identified a range of specific priority initiatives to support these themes. Progress against these initiatives is discussed later. Policy and Strategy Background 8 In developing this latest e-Business Strategy the following developments and plans have been taken into account: • the Department’s Business Plan for 2003/2004 (including PSA and CSA commitments); • the draft Strategy for Education and the Development of Children and Young People, 2001-2006 (Learning for Tomorrow’s World); • the Strategy for Education Technology in NI; • the draft IS Strategy for the Education and Training Inspectorate; • Education and Library Boards’ IS and e-Business Strategy (April 2003); • the emPowering Schools Strategy (December 2003); • the NICS Corporate Strategic Framework for delivering government services electronically in NI (version 2.1; 15 March 2001); • the draft Corporate IT Strategy (Feb 2001) supporting the NICS Corporate Strategic Framework; and Page 3 of 27
  4. 4. DE: IS and e-Business Strategy Final V1.6: 3rd February 2004 • guidance from CITU(NI) and the Office of the e-Envoy on the development of Departmental e-business strategies (23 September 2003). DE Organisational Development 9 We are aware from our work with the Department’s Senior Management Team, that a significant emphasis is being placed upon strategically focussing on major educational objectives and the organisational enablers central to their achievement. ICT is identified as critical amongst these enablers both within delivery of education and in supporting DE’s management processes. 10 Key targeted improvements in management processes include:- • clarity of accountability within the education sector – within the Department and across education service partners. The need for specific, robust and timely management information underpins this drive; • connectivity of approach within the Department and with partners, integrating planning processes at all levels. Again the availability of management information to plan and monitor outturn performance is vital; • benchmarking performance on the basis of historical trends and in comparison to similar organisations (for example across ELB’s or with LEA’s outside Northern Ireland). Reliable data is again the key; and • development of evidence based policy using data for planning and monitoring purposes. 11 Difficulties in accessing data in visible formats have been identified as a key existing barrier to progress in improving these processes. 12 DE SMT have established 5 strategic themes: (1) Valuing education; (2) Enable children and young people to learn and reach their full potential and contribute positively to society; (3) Secure appropriate resources and deploy them efficiently, effectively and equitably to improve education and learning; (4) Promote equality and respect for diversity in and through education; and (5) Organising for success. 13 One of the key priorities under Organising for Success is: “To have appropriately integrated financial, management information and support systems to deliver an efficient and effective service.” Page 4 of 27
  5. 5. DE: IS and e-Business Strategy Final V1.6: 3rd February 2004 emPowering Schools Strategy (December 2003) 14 The draft strategy document “Transforming learning, teaching and leadership through education and technology change” prepared for the Department by the Education Technology Strategy Management Group (ETSMG) sets out the vision, strategy action planning and milestones to 2008 in respect of Education Technology and the related e- learning opportunities. Review of post primary education 15 The Minister has announced (26th January 2004) her acceptance of the recommendations of the Costello report, which include an emphasis on much greater collaboration among schools, and also between schools and the FE sector. 16 One of the means by which this to be achieved is through the application of ICT, whether in the form of e-learning, video conferencing links etc. In the main, this will build on and utilise facilities which schools will have in place as part of the C2k provision, though the school/FE linkage may be a little less straightforward in some instances. 17 The pupils' 'normal' school will retain responsibility for their overall educational programme and for ensuring that, for example, reports to parents cover the totality of pupils' educational experiences and progress, regardless of the setting in which they were taught. The electronic transmission of pupils records will therefore also be an important dimension of the underpinning arrangements. ELB Performance 18 DE have recently updated ELB performance objectives and it will be important for this strategy to help DE with performance measurement, particularly in the areas of: • Whole school improvement; • Teacher effectiveness and improvement; • Pupil discipline and promoting positive behaviour; and • Social inclusion. Globalclub – The Resource for Youth 19 This concept has been developed as a “branded youth community in Northern Ireland”. The concept is to empower children and young people to Design, develop and deliver the ultimate aspirational environment for themselves. 20 A “Globalclub Project Outline” document has been produced by Globalclub Limited who are currently assessing the potential to establish a public-private partnership model and to secure funding to progress this initiative. 21 DE will need to keep abreast of this concept in the event that it does proceed in line with its target implementation timeline of 2004. Page 5 of 27
  6. 6. DE: IS and e-Business Strategy Final V1.6: 3rd February 2004 Conclusion 22 The previous paragraphs highlight a range of external and internal drivers that may have an impact on DE’s future IS and e-Business proposition. Where possible these external and internal drivers have been reflected in the recommended future strategy. Current Position and achievements to-date 23 A key feature of the Department’s 2003/04 Business Plan is that it maintains a clear focus on the ultimate customers and stakeholders, to whom both the Department and its education partners are jointly accountable. Corporate objectives are set out in more detail within the main report and focus upon four key areas: • Customers (The child, young person or a parent on their behalf); • Stakeholders (Minister, Assembly, Teachers, Governors, Churches and Employers); • Processes; and • Organisational learning and growth. Achievements since formulation of the 2001 IS & e-Business strategy 24 The achievements to-date can be summarised as follows: A: Exploitation of existing IS infrastructure: 80% complete with new Intranet rollout and best practice policy development being the main o/s actions; B: Information resource management in the department and the wider education service: 20% complete with a range of building blocks in place. Major o/s actions include development of information management procedures and maximising linkages with major planned developments in ELBs; C: Electronic Service Delivery: 55% complete. D: Teachers pay and pensions: Scoping study and business case complete. Requirements specification currently being prepared. This project is now significantly behind schedule and the April 2005 go-live date is unlikely to be achievable. E: EDRM: 5% complete. However progress was and will continue to be dependent upon the NICS-wide EDRM project; F: Schools database: 5% complete. However further initiatives are proposed to maximise the benefit to be derived from the ELB e-schools project. G: Inspectorate Recording Information System: 100% complete – on-going development has taken place as planned. A replacement system is now under consideration. Page 6 of 27
  7. 7. DE: IS and e-Business Strategy Final V1.6: 3rd February 2004 H: MIS framework and inspection costing system: 20% complete – Project Board now established to take forward a no. of agreed initiatives; I: Review of ISU: 0% ; J: Internal ICT infrastructure: 90% complete – Albeit this is an on-going activity. K: Contribution to NICS wide initiatives: on-going. Existing systems and on-going projects 25 Ongoing projects are discussed in detail in the main report. These projects include: The DE Implementation of the Knowledge Network; The DE Intranet; Infrastructure Development; The Teachers Payroll and Pensions System; Oracle 11i upgrade; The Common Funding Formulae System; Estates Management System; and ETI Strategy. Conclusions 26 The technical infrastructure now in place will e-nable future strategic goals and DE is well placed to leverage their investment in ICT to-date. A number of ageing existing systems are already scheduled for replacement. However there are a number of recommended improvements in DE’s programme/project governance arrangements and these are discussed later. Future opportunities and priorities 27 The nature of information flows within DE and with external entities has been analysed based upon data provided by various branches. The complexity of internal and external information flows is highlighted in the figure below. DE Information Flows Summary Education Service and Citizen/Public Facing Partner Organisations Parents/Guardians Children Department and Branches DEL Young People ELBs Trustees NICIE Governors CCEA Applicants Senior Management Post Primary Review CCMS General Public Area Board Resouce Allocation Private Public Partnership InaG and Monitoring (ABRAM) Pupil Support Unit CnaG Stakeholders Training and Employment Accounts Schools Finance Agency Minister Buildings Advisory Branch (BAB) School Improvement YCNI Assembly Building Branch (BB) School Policy Planning Teachers Business Services School Admin Governors Churches Curriculum and Qualifications Special Education UK - Public Sector Employers Development Special Funding Initiatives Economic Advisory Unit Statistics and Research OFMDFM Equality, Rights and Social Strategic Management Unit DCAL Third Parties Inclusion Teacher Education/Business DRD Contractors Financial Planning Education DSD Consultants NIO Information Services Teacher Negotiating Committee Charities NIAO Internal Audit Teachers Pay and Admin DFP Trade Unions Partnerships UK Machinery of Government Teachers Pensions DHSS/PS Open Enrolment/Transfer Youth Services DETI Non-UK - Public Sector Personnel Press Office DARD DfES Department of Ed Strategic Investment & Science (RoI) Board Scottish Executive PricewaterhouseCoopers LLP Page 7 of 27
  8. 8. DE: IS and e-Business Strategy Final V1.6: 3rd February 2004 28 This is a strong indicator of the diversity of information holdings and internal/3rd party interactions that DE needs to manage. It is a clear therefore that DE’s future strategy must provide for a significantly enhanced use of IS/IT for management information purposes and this is discussed later in this report. Opportunities for improved use of IS & e-Business 29 The results of the opportunity analysis and project prioritisation exercise are presented and categorised in the table following. These dates represent start dates for major implementation activity. Some projects (e.g. e-HR) are already demanding a level of DE resource. Electronic Service Delivery to the Citizen Internal ESD/Service Improvement Quick Wins: 2003/04 2003/04 • Information provision to pupils, • Oracle 11i teachers, governors, parents and the 2004/05 public • Review of ISU • E-forms and questionnaires • ISU and user training 2004/05 • Teachers payroll/pensions • Education Service Portal • Estates Management • NICIC • Institutions Database • ETI systems o Resources o Productivity tools o Scheduling o ETI MIS • Technology refresh (ongoing) • Formulae funding • DE MIS/data mining Other Joined-up service opportunities Existing NICS-wide initiatives 2004/05 2004/05 • ELB e-schools • EDRM • ELB e-performance • Windows 2003 • ELB pupil related systems 2005/06 • NIUPN • Knowledge Network 2 • School Reference Number Review • e-HR Project • e-participation • C2K • Accounting Services Project • Substitute Teachers Database • GTC(NI) Teachers Registration Database • Pointer • Causeway programme • Child Health 30 Some of the above projects can, of course, contribute to multiple categories (e.g. DE MIS/data mining also represents a major joined up opportunity. This programme represents 30+ projects that DE will either be implementing, or participating in over the next 3-4 years. It must also be recognised that all of the NICS-wide initiatives will, in due course, result in DE-specific implementation activity and will generate a funding requirement in excess of current spending levels. Page 8 of 27
  9. 9. DE: IS and e-Business Strategy Final V1.6: 3rd February 2004 A Vision for e-DE in 2005 and beyond 32 The purpose of this section is to provide a general vision of what DE might look like as an e-Business in 2005, rather than provide an exhaustive list covering all e-enabled life events and customer segments. A full list of recommended future projects/initiatives is included in the main report. DE e-Business Strategy - Dependencies NIPS Initiatives Education Service Initiatives e-HR e-Participation D ASP Win2003 ETI E EDRMS C2K Information P PSN BB Educational Systems E Aggregation Technology Strategy N Infrastructure D OnLine NI NICIC E Gov Gateway N ELB KN Phase 2 e-Business DE C I Strategy e-Business E Strategy S Other Initiatives DCAL DEL DHSSPS etc … PricewaterhouseCoopers LLP In 2005 ……… 33 DE and their Education partners have carried out a survey into their range of customer segments’ propensity for government Electronic Service. DE has used the results to refine their strategic longer-term e-Business projects. 34 DE are utilising a range of support systems including EDRMS, e-HR, NICIC and KN2 to improve the effectiveness of their service to citizens, tenderers, schools, staff and to other 3rd parties within and outside NICS. 35 DE have taken a lead role in establishing a cohesive “Education Service Portal”, linked to OnlineNI, enabling citizens and others to access Education Service resources seamlessly. 36 DE have made significant progress in delivery on their 5 strategic themes. Page 9 of 27
  10. 10. DE: IS and e-Business Strategy Final V1.6: 3rd February 2004 Organising for Success 37 During 2004 the implementation of the wide area networking services of C2K have been completed and all schools are connected to a common set of core services. The enhancement of the C2K learning technology services continues, providing an “industry strength” data engine to underpin school based MIS systems. 38 The ELBs have implemented common, integrated “back office systems” to support the following areas: • Home to school transport; • Grants and benefits (including FSM); • Special education needs; • Open enrolment and transfers; • Educational psychology services; • Suspensions and expulsions; • Education planning support; and • Child employment. 39 The ELBs, C2K and DE have progressed the implementation of the ELB e-Schools project providing a comprehensive “one stop shop” data warehouse in relation to electronic information on pupils, staff, resources and institutional performance. 40 A Unique Pupil Number (UPN) and common school reference number have been implemented and Statistics Branch and C2K have successfully completed the first full electronic census for primary and special schools in 2004, thus ensuring the successful collection of electronic data from all schools in Northern Ireland. 41 Following a review of the opportunities presented by the investment in ICT in schools and the establishment of the e-Schools data warehouse, in partnership with C2K and the ELBs, DE took the decision to establish the DE MIS project - a data aggregation and comprehensive reporting and analysis capability - which would act as the central source of electronic information relating to the Department and its education partners. 42 Whilst much of the information regarding schools is drawn from e-Schools, the DE MIS system has comprehensive links to the recently implemented teachers payroll and pension system and also brings together data residing on a range of disparate systems including the Knowledge Network and the DE intranet. 43 DE have implemented formal IS and e-Business governance and programme management arrangements leading to improved accountability. Appropriate linkages and reporting lines have been established with key stakeholders, especially C2K, ELBs and ET strategy representatives. Page 10 of 27
  11. 11. DE: IS and e-Business Strategy Final V1.6: 3rd February 2004 Supporting and Informing Policy Makers 44 The Department has been reviewing the range of performance indicators applicable to the education service in advance of the implementation of revised curriculum and assessment arrangements in primary and post primary sectors. 45 Following the implementation of the e-schools database and the ELB e- Performance and DE MIS systems the Statistics Branch have access to more timely and accurate information in relation to school staffing, performance and costs. In collaboration with ETI the Department has conducted an analysis of KS 3 and KS 4 results in English mathematics and science and has identified that in 2 of the Education and Library Board areas there is a statistically significant underperformance in English. 46 Following further discussions with ETI a coordinated programme of focused inspections in a range of schools in the ELBs concerned are agreed, along with a review of the C ASS support available for the teaching of English. Supporting Parents and Children 47 Mary and Philip had arrived at their local library with their young child Sarah. Shortly after arriving they used the online facilities at the library to check their e-mail, and observed that Mary had received an email from the education service concerning a pre- school place for Sarah. 48 When Sarah was born this “life event” was registered via the OnlineNI portal, and recently that system has detected that Sarah would in the next 12 months be eligible for a pre-school place. The email contained information on all the pre-school education centres in the vicinity of Sarah’s home and a range of links to other relevant information. 49 The family had however recently decided to move house in a few months time and decided to check out the education-ni portal developed by the Department of Education for pre-school places near their new home. The DE site in line with many other online services, is organised from the perspective of those who use them and presents Mary and Philip with a range of education focused life events including: • Starting School • Changing School • Leaving School • The New Term • Supporting my Child • Protecting my Child • A School Trip • Curriculum Choices Page 11 of 27
  12. 12. DE: IS and e-Business Strategy Final V1.6: 3rd February 2004 • School Meals • Travelling to School 50 Selecting the “Starting School” option and having entered their new address and selected the “pre-school” foci a list of approved pre-school education centres in the vicinity was presented. The information included how to contact the pre-school centre, how to submit an electronic application via the relevant Education and Library Board, how to access the most recent inspection report on the centre. 51 Helpfully Mary and Philip were able to sort the results on the basis of a range of inspection criteria and were quickly able to identify possible locations for further investigation. The facilities available allowed them to book an appointment to visit the 3 most promising locations. Additionally they were able to download and print a range of parental support information which would maximise their ability to ensure Sarah benefits to the maximum extent from her pre-school attendance. Working Smarter 52 Typical of the changes, which have been introduced as a result of the new e- Business strategy, are those that occurred in Special Education Branch. The Branch is responsible for the production of timely and accurate information to the HOD/Permanent Secretary, the Minister, in some cases to DHSS&PS and/or DEL. 53 During the review of the DE IS and e-business strategy in 2003 the Branch had reported considerable growth in the Special Education sector. Significant time and energy was being expended on Assembly/Ministers questions. Key areas where improved MIS was required had been highlighted and the need for an improved ability within the service to report on the achievement of targets was also highlighted by the NAO. 54 Following the introduction of a new common Special Needs systems in the ELBs which was able to communicate effectively with the SENCO module in schools, the ELBs had improved significantly their ability to mange the sector effectively. The Branch had been given access to aspects of the system which allowed them to progress Assembly/Ministers questions much more promptly and consistently. 55 Key monthly MIS reports from the ELB Special Education system were automatically being placed on the e-Schools system by individual Boards, and the DE MIS system was automatically collecting and summarising this data to provide a monthly report to the Branch. 56 It was noted that much of what had been achieved by the Branch had been as a result of “incremental investment” and effective partnerships across the sector. The underlying infrastructure to link the schools together came via C2K. The school based MIS system had already been enhanced to include a SEN Module via the original CLASS Project. 57 The ELB based SEN modules were running on hardware provided to support a range of ELB “Back Office” systems. E-schools had also been built on the C2K investment strategy, and the data collection and analysis tools in DE MIS supported a Page 12 of 27
  13. 13. DE: IS and e-Business Strategy Final V1.6: 3rd February 2004 wide range of data aggregation and analysis needs within DE, not just Special Education Branch. Target Architecture for DE 58 We have illustrated below the target architecture which we believe is necessary for the delivery of the DE e-Business and IS Strategy and this is discussed in detail within the main report. DE - E Business IT Architecture Five Layer Model Access Layer ETI Systems Pupil Data Finance Portal & Web Services Staff Data Payroll Pensions Financial Data Electronic-Forms Electronic- DE Back Office Systems Layer DE Management School Performance Data Information and Reporting System Data from ELB Systems Layer E-Schools Data Warehouse Layer PricewaterhouseCoopers 59 It is clear from the e-Business vision and the e-Business opportunities identified that there is a significant opportunity for DE to improve the efficiency of its internal operations and the quality and accessibility of key services for the citizen, and improve the quality of information available to improve policy making. Page 13 of 27
  14. 14. DE: IS and e-Business Strategy Final V1.6: 3rd February 2004 Channel Strategy 60 The following diagram summarises the proposed DE’s channel strategy: DE Channel Strategy Customer Service Centre Shared Interface to shared applications Centralised/Decentralised? In-house/Out-sourced? CRM Web Counter Services DE HQ Interface Libraries, schools EDRM Post Offices Core Systems Other Gov. Offices Internet Internal Information Management PC Infrastructure Kiosks People’s Network Information/ C2K Data Centre Conversion Mobile Internet Knowledge Repository Interactive T.V Future Channels Infrastructure Networks PricewaterhouseCoopers Single point registration CRM =Customer Relationship Management EDRM = Electronic Document and Records Management 61 In order to address social inclusion, the strategy is based on the policy of additional channel provision and the improvement of existing channels, rather than on channel replacement. 62 The proposed DE channel strategy is documented further in the main report and is wholly consistent with the principles of the Online NI Strategy and will enable greater accessibility to DE services for citizens and for other stakeholders in the Education Service. Strategic Cost/Benefit appraisal 63 This section of the report commences by considering strategic options for the implementation of the identified IS/e-Business initiatives within DE. It then proceeds, as far as is possible at this stage, to appraise order of magnitude costs and strategic benefits. 64 Many departmental strategies have considered sub-options in relation to, for example focusing on ESD delivery (to the citizen) or full implementation of e-Business. 65 Given that DE have already achieved 55% ESD to the citizen, and the limited number of actions required to achieve 100% by 2005, it is considered that DE’s future strategy should aim beyond ESD delivery to the citizen and maximise the opportunity for improved internal service delivery and “joined up government”. Page 14 of 27
  15. 15. DE: IS and e-Business Strategy Final V1.6: 3rd February 2004 66 Consequently this section will concentrate on 2 main options i.e. Status Quo, representing the baseline on-going ICT expenditure within the Department and Full- IS and e-Business, representing the additional investment required to implement the identified strategic projects. 67 The majority of “sub-options” that need to be researched are at project level and will need to be explored in detail as individual projects progress. Option 1: Status Quo 68 Option 1 represents the Status Quo and is included as a base case for comparison. This option represent DE’s typical annual capital/revenue budget for ICT. It also includes existing and planned ICT expenditure on DE’s existing/new Teachers’ Payroll/Pension systems. For costing purposes we have also assumed that this budget is sufficient to address: • planned Oracle 11i upgrade; • Windows 2003 upgrade; • On-going technology upgrade/refreshment; and • the limited further ESD to the citizen developments associated with the e- information and e-forms/questionnaires projects. 69 It is recognised also, under this option that DE utilise a range of other existing/planned systems and services to support HR, finance, estates management etc. Option 2: Full IS and e-Business strategy implementation 70 Under this option DE would implement, subject to business case approval, a number of additional IS and e-Business projects to: • e-nable a range of internal processes; • Maximise the potential for joined-up government through a number of cross-cutting initiatives; and • Contribute to a range of projects that have relevance across the whole of the public sector in Northern Ireland. 71 Option 2 includes the following new, major projects/initiatives: Electronic Service Delivery to the Citizen Internal ESD/Service Improvement 2004/05 2004/05 • Education Service Portal • Institutions Database • NICIC • ETI systems o Resources o Productivity tools o Scheduling o ETI MIS Page 15 of 27
  16. 16. DE: IS and e-Business Strategy Final V1.6: 3rd February 2004 2005/06 • DE MIS/data mining Other Joined-up service opportunities Existing NICS-wide initiatives 2004/05 2004/05 • ELB e-schools • EDRM • ELB e-performance • Windows 2003 • ELB pupil related systems 2005/06 • NIUPN • Knowledge Network 2 • School Reference Number Review • e-HR Project • e-participation • C2K • Accounting Services Project • Pointer • Causeway programme • Child Health Initial assessment of costs 72 The costs included for Option 1 reflect order of magnitude capital and revenue budgets for DE. The have historically remained at a stable level and provide for regular technology refreshment and for small scale system developments. Status Quo Cost (£000’s) 2003/04 2004/05 2005/06 2006/07 2007/08 Capital Costs ICT budget 350 350 350 350 350 New Teachers system 1,050 50 Total Capital 350 1,400 350 350 350 Revenue Costs ICT budget 120 120 120 120 120 Existing Teachers System 300 300 New Teachers System 200 500 500 500 Total Revenue 420 620 620 620 620 73 In addition to the identified status quo costs DE also incur a range of charges in respect to HR systems, finance systems and other support systems. 74 Some existing facilities will be impacted by new NICS-wide initiatives such as e- HR and the Accounting Services Programme. The potential impact, from a cost perspective, of these systems is not known currently. 75 As DE approach their implementation of these initiatives the funding/resource implications will need to be assessed in detail. 76 We have prepared an initial assessment of the order of magnitude costs and a description of the strategic benefits associated with Option 2. Page 16 of 27
  17. 17. DE: IS and e-Business Strategy Final V1.6: 3rd February 2004 Cost Category 2003/04 2004/05 2005/06 2006/07 2007/08 Total £’000 £’000 £’000 £’000 £’000 £’000 Option 1 – Existing ICT budget 770 2,020 970 970 970 5,700 and Teachers Payroll Costs Option 2 – new project costs (excl – 0 705 995 235 235 2,170 staff) Staff Costs 140 550 980 780 170 2,620 Total costs 910 3,275 2,945 1,985 1,375 10,490 77 It must be highlighted that the above costs are significantly understated as they only include staff costs for a number of major projects (e.g. e-HR and the Accounting Services Programme). Likely charges for these new NICS-wide systems will not be known for some time. Even recognising that the above cost profile is significantly understated this represents a very substantial increase in I.S./I.T. investment for DE and raises significant questions in terms of the affordability of DE’s IS/e-Business strategy. Initial assessment of strategic benefits 78 Implementation of the full IS & e-Business strategy will deliver significant benefits over and above the status quo option. These benefits are discussed in detail within the main report and highlight the contribution of IS and e-Business projects in supporting to DE’s strategic needs and objectives. Support for Strategic Themes 79 Based on the results of the benefits assessment, it is clear that Option 2 is likely to provide a significant contribution to the delivery of the Department’s strategic themes, particularly “Organising for Success”. 80 Across the sector targets have been identified in the areas of improvements in Key Stage 2, Key Stage 3, GCSE and A Level results. 81 The IS and e-Business Strategy can specifically contribute to the delivery of these targets through, for example, the provision of the e-Performance system which will allow a significantly improved analysis capability within the Department in respect of the levels of performance of individual schools, groups of schools and indeed groups of pupils. 82 Specific improvement targets have been identified for schools with the highest FSM entitlement and the proposed e-Performance system in conjunction with the FSM system established under the ELB Strategy will facilitate significantly improved MIS in relation to the uptake of FSM and the performance of the individual pupils subject to FSM entitlement. 83 Achievement of targets to reduce the number pupils with poor attendance records and the number with multiple suspensions will be facilitated via access to improved MIS emanating from the ELB Attendance system, and indeed improved monitoring of the target pupils via these systems. Page 17 of 27
  18. 18. DE: IS and e-Business Strategy Final V1.6: 3rd February 2004 84 The achievement of targets associated with increasing the number of young people who are members of youth service organizations should be assisted through improved take-up via interactions with the “Education Service Wide” portal proposed by the Strategy. This portal will also contribute to the achievement of the Department’s commitment to work co-operatively with other Departments in the delivery of services for children and young people. 85 The PSA made specific commitment to policy review on an ongoing basis and a key benefit of the “joined-up” elements of the IS and e-Business strategy is the ability to deliver significantly improved Management Information across a very wide range of policy areas via the MIS (DE) project, in conjunction with e-Schools. 86 Finally the PSA sets out commitments to an NICS compatible IT infrastructure and to the improved delivery of electronic services both of which this Strategy will facilitate. 87 It is likely to provide a significant contribution as it integrates via, e-Schools, a range of the electronic service delivery initiatives in the ELB Strategy with a range of DE internal and cross-cutting initiatives that are designed to improve the accountability, efficiency and effectiveness of the Department and the quality, timeliness and accuracy of MIS available across the Department. Availability of funding 88 This IS & e-Business Strategy, and indeed the ELB IS & e-Business Strategy raise significantly existing levels of ICT spend. It is important that DE build estimated additional costs into their budgetary planning process. It is also important that any other sources of funding (e.g. for NICS-wide initiatives) are identified. 89 Each project is, of course, subject to normal investment appraisal guidance and the actual costs and any associated monetary benefits will be more clear when Outline Business Cases have been prepared. 90 However there is clearly a significant risk that the full range of projects included under Option 2 may not be affordable. Under such circumstances, projects should be implemented in order of priority, subject to the affordability limits set by the Department. 91 It is important to recognise that a number of critical projects within DE’s Strategy are cross-cutting by nature and the potential to obtain e-government funding does exist. Latest indicators are that £3m of e-government funding is available in each of the next 2 financial years (04/05 and 05/06). 92 As projects progress to the Strategic Outline Case (SOC) stage it will be important for project sponsors to assess the potential for e-government funding and to apply for funding support, where possible. 93 It is also clear that the Department has a key role to fulfil, not just in funding terms, but also in allocating appropriate human resources to a range of cross-cutting initiatives. Estimated levels of DE human resource inputs have been discussed in the main report. Page 18 of 27
  19. 19. DE: IS and e-Business Strategy Final V1.6: 3rd February 2004 94 Many government Departments have, in the past, approved projects and “recognised” the human and financial resource requirements. However projects have often been allowed to progress without appropriate resources being freed up from existing commitments and without identified skills shortfalls (e.g. Project Management) being addressed. 95 It is essential to the success of DE’s future strategy that resource requirements are not just “recognised” but that appropriate actions are taken to ensure that projects can proceed on schedule and will deliver to an appropriate quality standard. 96 This is particularly important within the new Gateway Review Process model, discussed earlier. Such Gateway Reviews will be carried out by independent assessors who will apply a “red” (i.e. “Stop”) status to projects that are under-resourced or that have inappropriate resources allocated to them. Page 19 of 27
  20. 20. DE: IS and e-Business Strategy Final V1.6: 3rd February 2004 97 The following chart provides a potential timeline for the roll-out of the DE’s resulting IS/e-Business programme: Page 20 of 27
  21. 21. DE: IS and e-Business Strategy Final V1.6: 3rd February 2004 Organisation and Information Skills Assessment Introduction 98 The section is structured in accordance with the document “Skills for Information Age Government”, which provides the following information skills map. Management Information Skills Map source: Skills for Information Age Government Leadership •Strategic understanding •E-commerce principles •Governing of programmes and projects •Mainstreaming project management •Wider markets opportunities •Role of innovation •Change management I.T. Support Users Business systems development End user skills Information professionalism •e-business process design •Policy administrator information skills •Information science •Project and programme management •Policy administrator IT practical skills •Librarianship •Business case development •Operational systems data management •System management •Communications with stakeholders skills •Records and archiving •Risk management •Operational systems IT skills •Benefits management IT professionalism Acquisition Specialist user skills •Project/delivery management •Procurement •Communications •Programme management •Channel set-up and management •Statistics •Business and systems analysis •Service and performance management •Economics •Consulting and customer relations •Deal making and negotiation •Research and analysis •Technology inc Internet •Relationship management/partnering •Operational research •Systems integration •Supply chain management •Finance and personnel 1 •Systems operation •Financial instruments PricewaterhouseCoopers •Service management •Managing consultants End User Skills 99 End users will require training to build practical skills in the use of the new browser-based applications to be delivered through implementation of the e-Business strategy. As DE rolls out its Electronic Document Management and Electronic Records Management projects, users will also require information skills training. I.S./I.T. Support 100 DE has a limited number of internal IS/IT staff who provide a range of support services. The future IS/E-business strategy includes a wide range of challenging and innovative projects that will place significant demand upon DE resources, not just during implementation, but also in post-implementation support. 101 There will therefore be a number of new skills required that can only, to some extent, be overcome by re-training. A high level assessment of DE ISU experience also highlights the need to develop some core skills in the following areas: Page 21 of 27
  22. 22. DE: IS and e-Business Strategy Final V1.6: 3rd February 2004 • Programme management; • Project management; • business process redesign; • Business Case development to Green Book Standards; and • EC procurement. 102 All of the above “core skills” will be important in implementing the proposed IS & e-Business Strategy. In light of the above, it is recommended that a detailed review of I.S. services provision be carried out as a matter of urgency on behalf of DE as a whole. Risks and Issues Analysis 103 A number of likely risks and issues are identified in the main report. It is important that these are clearly understood by the Department, and that appropriate countermeasures are put in place to ensure that the occurrence of a risk or issues does not adversely affect the implementation of the IS/e-Business strategy. Strategy Management, Monitoring and Review 104 The portfolio of future projects identified in this strategy represents a significant challenge for DE and include a degree of complexity that will require more formal and comprehensive governance and management structures to be introduced. The latest DAO from DFP on Information Communication Technology (ICT) – Enabled Change 105 On 4/12/2003 DFP issued DAO (DFP) 33/03 setting out new “Guidance on Justification, Expenditure, Evaluation and Responsibilities”. The guidance sets out the parameters within which ICT supported business change projects and programmes must be conducted and now aligns the NICS approach with the McCartney recommendations, together with the newly introduced Gateway Process and recent best practice developments in GB. 106 The guidance also amends the approval process in line with the new DFP guide “The Northern Ireland Practical Guide to the Green Book” thereby placing the process within the context of overall business change. 107 DE’s future approach to Strategy management, programme and project management will reflect and comply with this latest guidance. Proposed DE Programme and Project Governance arrangements 108 It is proposed that DE establish a programme governance structure as set out in the figure below. Page 22 of 27
  23. 23. DE: IS and e-Business Strategy Final V1.6: 3rd February 2004 P ro g ram m e M an ag em en t O rg an is atio n A u th o rity E xecu tio n M an ag em ent In fo rm ation P rogra m m e E x ec utive S ta tus S enior re ports M a nag em e nt T eam P rogra m m e M an age r P lans (S M T ) B us ine ss C ha nge M a na ger P rogram m e D e finitio n S ta tem e nt H igh light rep orts P ro jec t B oa rd s P la ns P roje ct M a nagers P roje ct In itia tion D oc um e nt P rojec t P rojec t As sura nce T e am s T e am s P ricew aterho useC oop ers L LP 109 Establishment of a formal programme governance regime is vital to the complete Programme Management lifecycle, from identification of the programme through programme definition, then execution and finally realisation of the planned business benefits. Linkages with C2K and with ELBs 110 Given DE’s key dependencies on C2K and ELB IS/e-Business strategy initiatives it will be essential for DE to be represented on a number of these important cross-cutting initiatives. 111 DE is already represented on the “Boards Information Systems Programme Directorate (BISPD)” to oversee their ICT programme. Given the cross-cutting nature of DE’s IS & e-Business strategy it is essential that DE representation on BISPD is maintained and that there is formal and close liaison between the DE and ELB programme managers. 112 Either SMT or a sub-set of SMT will need to act in an overall DE strategy management role. In addition the main strategy report highlights the need for DE to liaise closely with ELBs, C2K and ET Strategy staff to ensure appropriate synergies are achieved. Governance options for delivering these synergies will need to be discussed with senior representatives of these key stakeholders. 113 A DE Programme Manager will have responsibility for the day-to-day management of the programme, its risks, issues, conflicts, priorities, communications, and ensuring delivery of the new capabilities. Given the scale and complexity of the DE’s future programme it is considered that a Programme Support Office (PSO) will be essential to support DE programme/project managers. Page 23 of 27
  24. 24. DE: IS and e-Business Strategy Final V1.6: 3rd February 2004 114 It is recommended that a detailed review of governance options, including discussions with ELBs, ET Strategy Group and C2K, be included within the proposed IS Organisation Review – currently scheduled for completion during Jan 04 – Mar 04. Project Management 115 A project management structure will need to be established that is integrated with overall programme management arrangements. Project lifecycle 116 The new DAO guidance formalises and updates the profile of a typical project lifecycle and how this integrates with latest requirements for Gateway Review and Business Case preparation. 117 DE will need to be aware, in particular, of 2 new requirements, namely: “Introduction of a Strategic Outline Case (SOC)” at the start of any larger scale ICT projects; and “formal adoption of the Gateway review process in Northern Ireland”. 118 A summary of the recommended project initiation processes and of the Gateway Review decision points are set out below. Project Mandate Issued Appoint SRO & Project Manager Initiate Gateway Process (PPM) Produce Project Brief or Strategic Outline Case(SOC) Design & Develop Project Management Team GATE 0 Strategic Assessment Investment Appraisal Initial Risks Shortlist of Options Develop Business Case Identify Benefits & (OBC / FBC) High-level Plan Establish Quality Expectations Approve Business Case (Project GATE 1 Board/Supply) Business Justification Risk Register Project Approach Overall Project Plan PRODUCE PID Quality Plan Updated Bus. Case Project Controls Detailed ‘Next Stage’ Plan Set up Project Files Initiate Project (Project Board) Planning & Delivery Page 24 of 27
  25. 25. DE: IS and e-Business Strategy Final V1.6: 3rd February 2004 Summary of Gateway Decision Points Project Stage Business strategy Key business objectives and outcomes Establish business need Business need identified; develop Programme or project brief Gateway Review 0 - Strategic assessment Develop business case Options identified and appraised; affordability, achievability and value for money established Gateway Review 1 - Business justification Develop procurement strategy (or equivalent internal process) Develop procurement strategy; specify Requirements; update business case Gateway Review 2 - Procurement strategy Competitive procurement Evaluate bids; select or confirm supplier or partner; update business case Gateway Review 3 - Investment decision Award and implement contract Award of contract/statement of work or transition to new contract; asset or service ready for delivery Gateway Review 4 - Readiness for Service Manage contract Service delivered; benefits achieved; performance and value for money maintained/improved Gateway Review 5 Benefits evaluation (repeated as required) Closure End of contract, work package etc 119 Effective application of the Gateway Process to projects will increase further the need for DE project managers to adopt formal and rigorous project management methods and tools and for Project Boards to be aware of their responsibilities. It is likely therefore that an extensive training programme for ISU, end-user project managers, SROs and SMT will be required. Summary 120 The governance arrangements set out in this section represent a major change to DE’s current approach and will require significant training, communication and allocation of resource. 121 However it is considered essential that DE adopt an appropriate governance regime to ensure effective implementation of their future IS & e-Business Strategy and to comply with recognised best practice and to the latest DAO (DFP) guidance note. Page 25 of 27
  26. 26. DE: IS and e-Business Strategy Final V1.6: 3rd February 2004 Next steps 122 This document is a final draft of an IS/e-Business strategy for the Department of Education. It has been prepared following an in-depth analysis and consultation process. 123 The following table highlights the key activities that DE will need to progress in order to mobilise their new IS/e-Business Programme: Timeline: Activity Feb 2004 • Agreement of strategy by Project Board and SMT Dec 2003 – Mar 2004 • Completion of e-information, e-forms, Oracle 11i upgrade Dec 2003 – Mar 2004 • Ensure representation of DE on relevant ELB and other cross- cutting projects and mobilise liaison between DE and ELB programme managers Apr 2004 – Jun 2004 • Completion of IS Organisation Review Jun 2004 – Sep 2004 • Formulate and schedule training programme for ISU, SMT and selected user staff. Apr 2004 – May 2004 • Prepare and Approve Programme Brief • Prepare and Approve Programme Definition Statement: o Future Organisation Blueprint o Benefits management, plan & profiles o Risk management & register o Quality Management o Financial plan o Projects Portfolio o Programme plan o Stakeholder map o Communication strategy & plan May 2004 – Jun 2004 • Establish new governance arrangements and appoint DE programme manager. Apr 2004 – Jun 2004 • Establish a Project Board and appoint a Senior Responsible Owner(SRO) and a project manager for each of the “early start” projects, including: o Education Service Portal o ETI systems Apr 2004 – Mar 2005 • Appoint Business Change Manager Jun 2004 – Mar 2005 • Continued preparation for and participation in NICS-wide initiatives (e-HR, EDRM, ASP). • Preparation of business cases and resolution of funding issues, where appropriate. Jun 2004 – Mar 2005 • Establish Programme Support Office o Recruitment Page 26 of 27
  27. 27. DE: IS and e-Business Strategy Final V1.6: 3rd February 2004 o Accommodation o Training o Controls Jun 2004 – Mar 2005 o Identify resource to help prepare Strategic Outline Cases for Pointer, Causeway Programme, Child Health. Prepare Outline Business Cases (if required) for the above projects. o Project plans to include Gateway Review points – Identify QA mechanisms and resources to participate in Gateways. Sep 2004 – Dec 2005 o Review progress on ELB e-schools, e-performance and Pupil related systems, and assess impact upon timing of mobilisation of DE MIS project. Page 27 of 27