Report To Cabinet 2 December 2008
Portfolio Holder Presenting: Planning and Infrastructure
Subject: ICT Strategy 2009/10 to 2013/14
Key Decision: No
Key Decision Ref:
Report Of: Head of Customer Access and Corporate Support
Geraint Davies – ICT Manager 01256 845484
Appendix A User Implications
Papers relied on ICT Options Paper
to produce this Council Plan
report Community Strategy “Pride in our Place”
1 This Report
1.1 This report updates the Options Paper submitted to Cabinet in March 2008. It
provides a synopsis of the ICT Strategy 2009/10 to 2013/14.
1.2 The ICT Strategy supports the council’s objectives by continuing the
development of the council’s information and communications technologies.
By moving towards the point where information will be accessed on an “any
time any place” basis this strategy will enhance the council's ability to
improve productivity, maximise service efficiency and improve customer care
1.3 This will ensure the council has a fit for purpose ICT infrastructure, ensuring
knowledge of all ICT assets, expertise, resources and systems together with
clear and coordinated governance to oversee ICT investment and service
delivery. In addition it will provide for a partnership between ICT services and
It is recommended that:
2.1 Cabinet approve the adoption of the ICT strategy.
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PRIORITIES, IMPACTS AND RISKS
Contribution To Council Priorities
This report accords with the Council’s Budget and Policy Framework
Council Plan Ref 2008-11: A9, A15, A17, A19, AC14, AC69, AC91
3-Year Action Plan: 5-CC23
Contribution To Community Strategy
Community Strategy 2006-16: P3
Impacts Financial Para 12
Impacts Equality and Diversity
Crime and Disorder
Environment and Climate Change Para 11
Number of risks identified:
Number of risks considered HIGH or Medium:
Strategic: Already identified on Corporate Risk Register?
Operational: Already identified in Service Plans?
GLOSSARY OF TERMS
Information Lifecycle Management Is a form of Hierarchical Storage Management
which is policy-based management of file backup
and archiving in a way that uses storage devices
economically and without the user needing to be
aware of when files are being retrieved from
backup storage media.
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3.1 The ICT Strategy, outlined from point 5 below, is based upon the ICT Options
Paper agreed by Cabinet in March 2008.
3.2 The creation of the Strategy involved consultation with Members, the
Economic and Community Development Overview committee, the E-
committee, staff members and Heads of Service.
3.3 Their comments and suggestions have helped to shape the ICT Strategy,
which is now submitted to Cabinet to be adopted.
4.1 The importance of Information and Communication Technology (ICT)
continues to grow as organisations realise the increasingly critical role that
ICT can play in enabling them to achieve their business aims and objectives.
As take up of ICT among residents and enterprises increases this presents
opportunities for the Council to enhance interaction with them and with partner
4.2 This ICT Strategy for Basingstoke and Deane Borough Council is the strategy
for delivering the technology and services needed during the period from
2009/10 to 2013/14. It takes into consideration the council plan, the fit for
purpose review, the Community Strategy and individual business unit needs.
5 The ICT Vision
5.1 In order to take ICT forward effectively and ensure the service matures in
ways that will enhance the council’s ability to achieve its Priority Themes, a
clear and understandable vision of the future is essential.
5.2 The vision for ICT is
‘To deliver agile, forward looking, flexible and enabling information,
communications and technology to support the council’s ambition to be a
provider of excellent and inclusive customer focused public services’.
6 Strategic Themes
6.1 To assist in the delivery of the ICT vision four strategic themes have been
identified that will outline the future of ICT within the council.
1 Transforming Services – to focus on rationalising the number of
applications used and developing those that remain to provide a
catalyst for service and quality improvements
2 Exploiting ICT – maximise the contribution that technology can make
to wider business transformations that will deliver a highly
collaborative, responsive and flexible working environment
3 Robust and reliable infrastructure – maintain the existing technology
that drives the council’s systems while implementing new technology
with a goal of delivering an ‘always open’ service
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4 ICT, A strategic enabler – ensuring an ongoing culture that will build
and sustain commitment in delivering the strategy.
7.1 The vision when combined with the strategic themes will provide an ICT
service to the council which delivers solutions that are cost effective over their
whole life and capitalise on previous investment. Moreover, they clarify ICT
responsibilities and ICT governance and allow for flexible infrastructure
solutions in order to maximise interoperability.
7.2 The strategy will allow for an ICT service capable of delivering core
infrastructure supporting services 24x7 365 day a year, including home and
remote based solutions. The solutions proposed will endeavour to minimise
points of failure including the security and environmental conditions necessary
to maintain the computer room. Compliance with security best practice and
regulatory requirements together with high availability and disaster recovery
scenarios will be considered from the outset.
8 The Core Building Blocks
8.1 The main deliverables of the ICT Strategy to be found in the detail of the
strategy can be summarised as follows.
The Council Website
Provide a website that will deliver the step change improvements
necessary to achieve the council’s strategic and service plans and
keep pace with the expectations of an increasingly IT literate
Using the same technology as the website, provide a secure web
based portal that enables complex long term transactions to be
carried out and tracked electronically and develop the web forms
necessary to support the transaction process.
Develop and implement a portal that provides the secure
infrastructure necessary for collaborative working and ensures that the
sharing of information across partnerships complies with regulatory
Research and provide advice on opportunities for delivering shared
services within the council and with other organisations and design
and implement systems that will allow Basingstoke and Deane to take
the lead on shared service opportunities. The Partnership Portal as
described above will facilitate Shared Services
Customer Relationship Management (CRM) and Contact Centre
Build on the capability of the existing CRM and provide the council
with the infrastructure and support needed to achieve a single view of
the citizen continuously update information and ensure smooth
integration between front and back office activities.
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Information Lifecycle Management
Undertake a full storage review to categorise data and implement a
lifecycle management system that is cost effective and ensures
information is accessed, retrieved and protected according to its level
of importance and immediacy.
Implement a package of technologies that will support the anytime,
anywhere vision, facilitate flexible working and provide simplified, cost
effective home working and mobile working options.
Implement a copy and print management system that maximises
printing efficiency, ensures control, minimises cost and provides easy
access to joined up printing services across the council.
Identity and Access Management
Put in place appropriate methods of identity and access management
across the network to support collaboration and partnership working
and ensure that the right people, and only the right people, have
access to the right information at the right time.
Access to Information
Identify and establish cost effective search facilities that will allow
officers and members to locate information, people and emails simply
Meet the commitment to deliver Green IT by introducing
improvements that ensure what exists operates efficiently and make
resource consumption a key consideration for purchasing decisions.
Significantly improve the availability of systems and meet targets for
addressing climate change by replacing existing servers with high
performance servers over the next two years. The Server Optimisation
programme will make a significant contribution to Green IT
Security and Integrity
Implement a full range of protection systems that will prevent non
compliant computers and devices from accessing the council’s
network. (This is essential for flexible and home working and
compliance with Government Connect.)
ICT Service Improvements
Use the Information Technology Infrastructure Library (ITIL) to inform
targets for service improvement and deliver a service that is
sufficiently mature to respond dynamically to changing needs.
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Implement a resilient infrastructure that will minimise the impact of any
incident and ensure no single point of failure, and put in place disaster
recovery arrangements that are aligned with business unit priorities.
ICT, A Strategic Enabler
Through education, communication and governance encourage the
development of a culture where all services work in partnership to
optimise the use of ICT in delivering strategic priorities.
9.1 The ICT Strategy recognises that all solutions, as well as the core
infrastructure design, must support the council’s carbon footprint reduction
commitments. In addition improvements will be introduced to support the
delivery of Green IT. Existing ICT functions will be enhanced to operate
efficiently and purchasing decisions will make resource consumption a key
9.2 A significant sustainability element of the ICT strategy is the implementation of
a scan, print and copy management system. This will maximise printing
efficiencies; ensuring control in order to minimise cost and reduce energy
consumption by the rationalisation of printing devices and the reduction of
wasteful and unnecessary printing.
9.3 Server ‘optimisation’ has the capacity to reduce electricity consumption and
10.1 Detailed costs of implementing the ICT Strategy are still to be finalised but the
above mentioned items can be delivered within existing ICT capital and
revenue budgets. This will be achieved through a combination of
efficiency/procurement savings and scheduling works in line with council/LSP
priorities and available funding.
10.2 The annual revenue budget for ICT is approximately £2.6M (shown below). In
addition there is a capital programme amounting to £1,660,000 over the
period 2008/09 to 2010/11.
ICT BUDGETS 2008/09
Business Unit (Staff related costs) £1,592,000
Excludes Accommodation, support service recharges and
Other Revenue (Equipment, supplies & services) £1,031,500
Excludes Accommodation, support service recharges and
Total Revenue £2,623,500
10.3 Through “Fit for Purpose” the ICT Section is resourced to deliver against the
ICT Strategy presented. However to deal with new initiatives as they present
themselves resources will be continually monitored and reviewed.
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11 Economic and Community Development Overview Committee
The consultation with Economic and Community Development Overview
Committee held on 4th November resolved:
(1)To note the ICT strategy, and to propose it to Cabinet with no
changes to it.
(2) That a user group of Members (with a broad cross-section of ICT
skills) should be created to assist with the roll-out of the ICT
Strategy as regards Councillor-used ICT Systems
(3) One of the systems that such a user panel could consider was the
use of “Case Work” software (which could allow Members to
collaborate on case work with other Councillors, Council Officers,
Council Partners and Stakeholders)
(4) Members of the Cabinet (both individually and collectively) are
asked to make themselves aware at all times of all steps taken as
regards data integrity and data protection in relation to their
functions and responsibilities.
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