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  • 1. Service Plan – 2007/08 Strategic Information Management Service Steve Watson – Head of Service 1
  • 2. Service Plan 2007/08: SIM Service Version: 2nd published draft V1_2a Date last updated: 11th April 2007 strategic-information-management-servicedoc4080.doc6/2/07 GC 2 strategic-information-management-servicedoc4080.doc
  • 3. Service Plan 2007/08: SIM Service [DN – PAGE NUMBERS TO BE VERIFIED] LIST OF CONTENTS Section Content Page No. Section 1 Service profile 3 Section 2 Context 9 Section 3 Key corporate improvement actions 12 Section 4 Service improvement actions 15 Section 5 National and key local performance targets 17 Section 6 Contribution to corporate health indicators 18 Section 7 Risk management 20 Section 8 Efficiency and value for money 21 Section 9 Organisation & workforce development plan 22 3 strategic-information-management-servicedoc4080.doc
  • 4. Service Plan 2007/08: SIM Service Section 1: Service Profile Key aims and service responsibilities Please include a list of the service units contained within the service The Strategic Information Management Service was created in 2002. Initially the role of the Service was threefold. The first was to assist in the procurement of a strategic partner for ICT and Change, the second was to prepare the Council for the contract, the third role is to provide an enduring Information Management service for the Council. Since the signing of the partnership agreement with IBM, the service has undertaken the Councils contractual resource obligations by acting as an “intelligent client” representing the Councils interest in the partnership. There are two elements of an intelligent client. The first relates to the management of contractual arrangements. SIM provides strategic direction and high-level Information Management guidance to the Council whilst working in partnership with IBM and IBM’s main sub- contractor, Serco. The second element is about the intelligent client from a partnership focus. This reduces the risks to successful delivery and scans the environment for new opportunities whilst developing long-term strategies for ICT. This role directly supports the Business Transformation ambitions of the organisation. The key aims of the service can be summarised as follows: o To provide leadership and a framework for achieving agreed ICT objectives o To facilitate the management of change o To ensure that the benefits of the Bradford-i programme are embedded in corporate performance management systems o To provide direction and focus for ICT across the whole organisation o To align ICT efforts towards achieving the overall corporate goals o To provide a framework and governance mechanism for future ICT investments o To ensure proper allocation of resources o To reduce options and ease decision making 4 strategic-information-management-servicedoc4080.doc
  • 5. Service Plan 2007/08: SIM Service o To properly document decisions about strategic ICT choices and standards o To respond to the national agenda for transformational government and electronic service delivery o To identify legislative issues including data protection & freedom of information. The SIM service is responsible for: • Managing many aspects of the relationship between the IBM and the Council including the negotiation and subsequent management of Service Level Agreements (SLA). • Supporting Council management in all aspects of the acquisition of new and replacement systems for the Council. • Business-led research and recommendations relating to the Council's ICT strategies and corporate/service requirements for business process analysis/re-engineering. • Providing advice and management relating to particular, specialist functions within the overall delivery of ICT services. • Leading authority and advice on aspects of Change management. • Programme management of the contract deliverables. • Aspects of security obligations, relevant policies and procedures. Service Unit / Team Unit / Team Manager No of staff (FTE) Steve Watson Head of Service 6 Peter Silcock Strategic Information 3 Manager (Technical) Paul Leese Strategic Information 1 + 20 programme Manager (Change secondees and Business) Lucy McKell Strategic Information 1 + 4 programme Manager (Programme secondees Management) Keith Hayes Strategic Information 2 + 35 programme Manager (Major New secondees Projects) Key service statistics The ten year strategic partnership is now the key delivery mechanism for a full ICT service including infrastructure, voice services, applications support and applications and project development. This service is subject to Service Level Agreements and payment for 5 strategic-information-management-servicedoc4080.doc
  • 6. Service Plan 2007/08: SIM Service the service is subject to Key Performance Indicators being met. The integrated performance management framework will ensure that the objectives of the partnership are delivered. The strategic planning aspects of the Partnership are aligned with the Council’s performance management framework and with the corporate priority review and planning cycle with the framework. In addition to measuring the performance of the Bradford-i programme it is essential to measure the health and performance of the Partnership itself. Measurement of success will be based upon the development of an agreed set of balanced measures: Partnership: • measuring success in terms of how we work together to leverage our joint capabilities in delivering Bradford-i, and in using the Partners capabilities to contribute to the identification of potential to support the Council’s wider agenda. • quality of our relationship: how well we work together, measured and informed by satisfaction monitoring. • sharing of risk: how we share investment in, and exposure to, the development of the strategic agenda and opportunities, and how we share benefits. • management of issues: how effectively we work together to identify issues, and then to respond to them quickly and effectively. • strategic opportunities identified: counting the number of opportunities identified, and the investment made in doing so by both sides of the Partnership. Benefits: • measuring the extent to which the programme actually supports the realisation of objectives and targets. • delivery targets met: projects and outputs delivered to time and quality. • service goals achieved: re-engineered processes deliver agreed target levels of performance to citizens • internal processes improved: re-engineered processes deliver target levels of performance improvement (effectiveness + efficiency). • financial benefits / affordability realised: re-engineered processes / the portfolio of solutions delivers / adds up to benefit levels consistent with realising closure of the affordability gap. • perception: stakeholders hold a positive perception of the Bradford-i Programme. Values: • measuring the extent to which support and enablement of the Programme is consistent with agreed ways of working and best practice change management. • adds value to the wider Council agenda: demonstrable delivery of support and proposals consistent with the development of the agenda, and its realisation in practice. • stakeholder feedback: consistent rating of perception of change, and response to change, by those impacted. 6 strategic-information-management-servicedoc4080.doc
  • 7. Service Plan 2007/08: SIM Service • processes for managing engagement: provision of structures and processes to enable broad engagement of all stakeholders, and validation that these structures and processes have been beneficial to the overall BPR process. Capability: • measuring the capability of the Council, and evidencing increasing application of this capability in Bradford-i, and, as appropriate, more widely. • provision of sustainable methodology for change: the definition and documentation of methodology, and the provision of support for skills transfer. • innovation: capability around Change management and Business Process Re-engineering. • strategic opportunities leveraged: monitoring of strategic opportunities identified and implemented in practice to support the strategic agenda 7 strategic-information-management-servicedoc4080.doc
  • 8. Service Plan 2007/08: SIM Service Section 1: Service Profile (continued) Service financial profile Current Base Outturn Budget Budget Functions of the Service 2005-6 2006-7 2007-8 £000 £000 £000 Strategic Information Management 1,197 1,070 TBC Net expenditure controlled 1,197 1,070 TBC Service staffing profile 8 strategic-information-management-servicedoc4080.doc
  • 9. Service Plan 2007/08: SIM Service Number of Staff in post as at 31st March 2007 staff % White English 6 66.7% Scottish 1 11.1% Welsh 0 0.0% Irish 0 0.0% Any Other White 0 0.0% Mixed White & Black Caribbean 0 0.0% White & Black African 0 0.0% White & Asian 0 0.0% Any Other Mixed 0 0.0% Asian or Asian British Indian 1 11.1% Pakistani 1 11.1% Bangladeshi 0 0.0% Kashmiri 0 0.0% Any Other Asian 0 0.0% Black or Black British Caribbean 0 0.0% African 0 0.0% Any Other Black 0 0.0% Other Ethnic Groups Chinese 0 0.0% Any Other Ethnic Group 0 0.0% TOTAL 9 Number of disabled employees 1 11.1% Male 6 66.7% Female 3 33.3% TOTAL 9 Age 19 and under 0 0.0% Age 20 -29 1 11.1% Age 30 - 39 1 11.1% Age 40 – 49 5 55.6% 9 strategic-information-management-servicedoc4080.doc
  • 10. Service Plan 2007/08: SIM Service Assets utilised Please state where the service is located / provide a summary of the key buildings and land utilised / managed by the service, and give a summary of vehicle assets if applicable The SIM service is currently based in rented accommodation in Howard house. 10 strategic-information-management-servicedoc4080.doc
  • 11. Service Plan 2007/08: SIM Service Section 2: Context External factors impacting on the service Please refer to e.g. any key policy and legislative changes currently affecting the Service External factors impacting on the service Many aspects of service delivery are included within the contract. The SIM service is custodian (on behalf of the Council) of a large amount of information and therefore external legislation is relevant to the following policies: o The Varney Review o Freedom of Information o Data Protection o Record Management / Information Governance o Information Security o Business Continuity & Disaster Recovery Key resource issues for the service Please identify any strategic resourcing issues facing the service in 2007/08 and beyond. These should include: • Finance / external funding issues • Human resources / staffing issues • Property / asset management issues • ICT issues The SIM Service is currently reviewing the activities it needs to undertake as an intelligent client and it is extremely likely that as a result of this review the Service will face issues across all these areas, specifically though relating to Human Resources and Finance in 2007/8. Not withstanding the review described above, as at March 2007, the resource situation within the Service is as follows 11 strategic-information-management-servicedoc4080.doc
  • 12. Service Plan 2007/08: SIM Service • Base funding for the core service is fully established and does not pose any significant issues for 2007/8 at this stage. • The Service is currently fully staffed and faces no staffing issues at this time although long term sickness absence is of concern. • There are no immediate property or asset management issues affecting the service at this time although the lease on Howard House is due to expire in October 2007 so alternative arrangements will have to be made before then. • There are no ICT issues affecting the service at this time. 12 strategic-information-management-servicedoc4080.doc
  • 13. Service Plan 2007/08: SIM Service Section 3: Key Corporate Improvement Actions Service contribution to the Corporate Priorities (actions contained in the Corporate Plan 2007/08) Please include all actions / targets from the Corporate Plan 2007/08 Action Plan to which the service is contributing No. Corporate Key improvement Action / Target for 2007/08 Key deliverables or Timescale Strategic Linkages2 Priority goal / objective Outcomes Director & Lead Service1 3.1 Improving Implementation of Implementation of and Underpinning the Corporate Land Charges - Head of Supports Customer and delivery of delivery of Bradford-i Customer Services Strategy phase 2 go live SIM Customer Services Bradford-i with the implementation of and Project Services the following as part of the completes early priority and Bradford-i Programme: May 2007. Links to strategic Land Charges Create an electronic version The number of staff GIS – projects of the Land Charges register. supporting Local Land implement The existing computer Charges searches will be March 2007 applications will be upgraded reduced thereby reducing the and complete to maintain the electronic overall cost of the Council's in March 2008 Register and provide statutory duty to hold and automated search tools for maintain the Register. WCM and CRM the register - timescales tbc GIS Design, develop and The GIS solution will permit implement a corporate GIS the integration of data from service to support all GIS disparate sources into a activity across the Council common view, allowing more and provide a platform for effective targeting of services joint working with external and analysis of patterns and bodies both within the District trends to inform strategic and across the region. planning processes. WCM Intranet Continue to develop and This together with a devolved implement a new corporate approach to content creation website through the and maintenance will benefit 1 Note Your service may not be the LEAD service for this action, but may be contributing towards it N 2 Note Please indicate where the action links to, or appears within another plan or strategy, eg Corporate OWDP N 13 strategic-information-management-servicedoc4080.doc
  • 14. Service Plan 2007/08: SIM Service introduction of a new content the organisation through management system. greater efficiencies and economies. WCM Internet The roll out of self service Will benefit our customers by operations in key business improving access to accurate, sectors. Web Content up-to-date and complete Management online content CRM Continue to widen the scope Further work on delivery and reach of the customer channel strategy will enable facing facilities from the new the Council to address the Contact Centre and face to outcomes of the Varney face offices. review. Mobile Deployment of mobile technology. Network Roll out improvement More reliable and resilient Development programme for central network infrastructure to Start May Head of network estate and Britannia support the mission critical 2007, six SIM House information systems. month programme of work Disaster Recovery Implement IT-DR facilities at Introduce resilient backup Bradford arrangements for the core Start April Head of processing facilities 2007, ten SIM month programme of work 14 strategic-information-management-servicedoc4080.doc
  • 15. Service Plan 2007/08: SIM Service Section 4: Service Improvement Actions – Other service improvement actions (not included in the Corporate Plan), including those which arise from specific improvement processes1, showing their contribution to the Community Strategy, corporate priorities or crosscutting issues2 No. Priority / Key improvement Action / Target for 2007/08 Key deliverables or Timescale Responsible Linkages3 crosscutting goal / objective Outcomes officer issue (s) / 4.1 Corporate Develop a corporate Formation of data stewards' Work with IBM to move 1+ years P Silcock Information Information group as part of the wider towards a corporate Management Management Policy Information Management electronic data and records stewardship, supporting the management facility. development and implementation of corporate information management policies. Corporate Develop a corporate Development of corporate Aim to comply with Central End 2007 P Silcock 4.2 Security Policy Security Policy policy and preparation for the Government code of GovConnect partnership. connection for GSX. Corporate Develop a corporate Ongoing J Ellis 4.3 Records Records 1 Note Improvement processes might include: recommendations from scrutiny, internal review and external input from statutory N inspectorates and accrediting bodies. 2 Note Please make reference to the service's improvement actions which contribute to the issues identified below. Cross refer to service or N departmental action plans as necessary.  Education, skills and regeneration  Community Cohesion – building a shared future  Sustainability  Section 17 – Contribution to Community Safety  Fairness and Inclusion  Putting Customers First / Increasing customer satisfaction 3 Note Please indicate where the action appears within another plan, e.g. Shared Futures Action Plan, Environmental Action Plan or a specific N Improvement Plan, or cross-refers to OWDP actions 15 strategic-information-management-servicedoc4080.doc
  • 16. Service Plan 2007/08: SIM Service Management Management guidelines Channel Implementation of a Work with Council Includes process re-design Ongoing M Brace 4.4 Strategy Channel Strategy departments to identify and change management. P Silcock services that could be P Leese provided electronically and develop business cases. 4.5 Post Ensure that the End project Reports shall Reports to CMT,CPB, CIC, Oct 2007 L McKell Implementation intended objectives of reference Post External Audit etc. Reviews implementing IT implementation Reviews and solutions are met and a programme of Post aligned to meet the Implementation Reviews shal; business objectives be developed and initiated, of the organisation facilitated by SIM. 4.6 Lessons Ensure that lessons Projects to undertake Reports to CMT,CPB, CIC, Oct 2007 L McKell Learned learned are used for Lessons Learned and to feed External Audit etc. the benefit of this and into the end project reports other programmes which are produced prior to and projects being the Bradford-i Projects delivered in Bradford. closing. Lessons Learned documentation across all Work streams to be collated and made available for future programmes and projects. 4.7 Governance of Ensure effective Establish appropriate Information Management April-June 2007 S Watson corporate governance across governance arrangements Services Board and systems the new corporate under the guidance of the subsidiary groups established enterprise and Bradford-i Programme Board. and operating effectively. customer / departmental systems (ERP, LAGAN) 16 strategic-information-management-servicedoc4080.doc
  • 17. Service Plan 2007/08: SIM Service Section 5: National and key local performance indicators [DN populate PI Code and Description only as per M Widdowson email 27/2 – see attached table] This table should include all statutory performance indicators and the service’s key local performance indicators Please include all Corporate Plan and LAA performance indicators for which the service is responsible, together with all BVPIs, PAF and other statutory indicators, and all CPA Service Block indicators. Performance Indicator Responsible Actual Quartile All England Target Actual Target Target Target PI Code1 Frequency LINKS2 Description Officer 2005/06 position Top quartile 2006/07 2006/07 2007/08 2008/09 2009/10 This box TRAFFIC This box only LIGHTED only Provision of an effective Incident (fault) resolution service LESIM001 within ICT customer satisfaction survey - links to Partnership Service level 33 Provision of an effective service request resolution LESIM002 service within ICT - links to Partnership Service level 36 CT customer satisfaction survey - LESIM003 links to Partnership Service level 16 LESIM004 Availability of voice telephony services - 1 This is the formal PI code, issued when PIs are entered on the Corporate Database. If the KPI is new, please specify “new” in the table, and register the PI via the systems administrator. Please ensure that all PIs included in the Service Plan have been set up on the Corporate PI Database. These tables may then be generated directly from the Database system and copied into the Word document. 2 Linkages should be indicated in this column eg: CP - Corporate Plan • LAA - Local Area Agreement • LAA RE - Local Area Agreement Reward Element • CPA Please Cross refer BVPI or PAF code here, as necessary. NB We will be examining whether this information can be generated off the CPID system in the future. 17 strategic-information-management-servicedoc4080.doc
  • 18. Service Plan 2007/08: SIM Service links to Partnership Service level 14 24/7 availability of all Council websites - links LESIM005 to Partnership Service level 12 Provision of on-line access to system LESIM006 servers links to Partnership Service Level 10 To provide an effective data communications LESIM007 network - links to Partnership Service level 2 Provision of an effective electronic LESIM010 messaging service - links to Partnership Service level 1 Section 6: Service contribution to corporate health indicators [DN still under development as per email from M Widdowson 27/2] The service’s targets against the key corporate health indicators should be set out here. NB The set of key corporate health indicators has not yet been agreed. Also, the appropriate report format for service targets on corporate health indicators - ie what analysis is used - has yet to be agreed. These headings are illustrative only. Actual Target All 2005/06 Quartile 2006/07 Actual Target Performance Indicator Responsib England PI Code Description le Officer Frequency (Service position Top (service or 2006/07 2007/08 COMMENTS or (Corp) corporate (service) (service) quartile corporate) ?) Average no. of days sickness TRAFFIC BV12 per employee LIGHTED Communication of Review Revised Information Management of communication policies and procedures Commu strategy by across the Council nication Sep ‘06 18 strategic-information-management-servicedoc4080.doc
  • 19. Service Plan 2007/08: SIM Service activity within the service as part of the wider program me commun ications 19 strategic-information-management-servicedoc4080.doc
  • 20. Service Plan 2007/08: SIM Service Section 7: Risk management This table sets out the key strategic risks that attach to the Service’s plans / improvement priorities for the coming year. Each strategic risk identified must have a Risk Management Action Plan in place. In addition the service must maintain a full risk register. Please speak to Neil Broadbent (Risk Coordinator) for further guidance. Risk Risk Possible Risk1 Management actions to Adequacy of Required management actions / Responsible Ref. (as score: reduce / eliminate risk2 management controls to achieve successful Officer per dept Current actions / delivery of the priority risk & controls (traffic register) Target lighted) 3 SIM1 B1 Insufficient Resources (Staff) on Identify accurate level of Amber Resource bid for additional Head of SIM client team to satisfy contractual resource, identify work resources to address identified obligations. programme & resource plan. shortfall. Re-phased work programme for all non-urgent activities SIM5 B2 Loss of credibility for SIM Team Minimise partner failure through Amber Head of SIM as a result of Partner failure effective governance and programme management and in event of any partner failure effective management of public relations. SIM9 B2 Lack of appropriate financial Raise awareness of support Amber Acquire appropriate level of Head of SIM support needed to manage the issues across all available support and senior management Bradford-i contract effectively. governance bodies (eg. CMT, commitment to ensure effective CPB, Programme Board) financial contract management 1 Risk – something happening that may have an impact on the achievement of your objectives. Includes risk as an opportunity as well as a threat. The risk is not what might happen as the consequence of something happening. 2 How we are controlling it at the moment. 3 For the adequacy of management actions/controls to be traffic lighted green this means there are no outstanding required management actions /controls except for monitoring of actions/controls already in place. 20 strategic-information-management-servicedoc4080.doc
  • 21. Service Plan 2007/08: SIM Service Section 8: Efficiency and value for money It is important that all services show how they are working to deliver efficiency and value for money. Value for Money (VFM) refers to much more than economy and efficiency. It links to outcomes: improved performance, customer satisfaction; and is influenced by local policy decisions. Demonstrating Value for Money Please provide an assessment of how your The value for money assessment of the provision of an ICT service across the organisation has been established service achieves VFM, including how the via the Bradford-i contract with IBM/Serco. costs of providing the service compare to Performance measures exist within the contract to ensure that the ICT performance and be measured and other authorities whilst allowing for external benchmarked against industry and sector standards to reassure the organisation that its ICT provision continues factors to provide value for money. Please give details of the internal process deployed to evidence Value for Money [DN – needs a description of the proposed Benefit realisation process when agreed] Achieving efficiencies Please set out your service’s anticipated Annual Efficiencies 2007/08 (Gershon) Description Cashable (£) Non Cashable Action needed to (£) achieve Savings in Supplies & £22,205 Better control of Services spending via SAP P2P across the service Any other comments relating to value for VFM / Gershon efficiencies relating to the deployment of the Bradford-i transformation programme and related money or efficiency technologies is measured at a service level across the organisation as part of the wider benefit realisation process. 21 strategic-information-management-servicedoc4080.doc
  • 22. Service Plan 2007/08: SIM Service Section 9: Organisation and workforce development plan Key priorities for the service in 2007/08 under the 5 Priority Action Areas (as appropriate to the service) Priority Action 1 Developing leadership capacity Action Timescale Responsibility Resources / costs Performance measure / Comments milestones 9.1.1 Develop management skills in the Ongoing Steve Watson Within base budget. Increase attendance in related service subjects. Retention of key staff 9.1.2 Develop Member support and High Paul Leese Training costs within Ongoing Member support during awareness training for the Bradford-i ongoing programme budget phase 1,2 & 3 go-live (to March programme 2007) and beyond 9.1.3 Support the Programme Director in High Steve Watson Within base budget Effective Benefit realisation and providing Transformational Leadership to Ongoing organisation business change the organisation evident by the end of 2007/8 9.1.4 Develop the current coaching and Medium All project Leads Within programme Response to current round of mentoring built into the programme 31/8/07 budget PADS/SAWS scheme. Exit structure interviews for secondees Priority Action 2 Developing the organisation Action Timescale Responsibility Resources / costs Performance measure / Comments milestones 9.2.1 Facilitate the Introduction of High Programme Within programme Benefit realisation measures effective BPR and change management Ongoing throughout Director / HoS budget – impact on introduced. Gershon efficiencies as a core deliverable of Bradford-i 2007/8 service departments measured. 9.2.2 Introduction of standard processes High Peter Silcock Within base Better use of ICT across the for the introduction of new ICT systems 01/05/07 organisation. Clear prioritisation and applications of requirements from the Strategic Partner. 9.2.3 Continue a programme of drop-in Medium Paul Leese Within programme Number of staff attending events and open days to promote the 01/10/07 budget sessions. programme Priority Action 3 Pay & rewards Action Timescale Responsibility Resources / costs Performance measure / Comments milestones 9.3.1 Support all staff (permanent and Medium SIM management Potential salary cost Number of staff achieving secondees) to develop by taking Team increase over time. promotions either within the 22 strategic-information-management-servicedoc4080.doc
  • 23. Service Plan 2007/08: SIM Service advantage of opportunities offered within Potential loss of key programme or following the programme. staff from secondments. organisation. Priority Action 4 Developing workforce skills and capacity Action Timescale Responsibility Resources / costs Performance measure / Comments milestones 9.4.1 Support the outcomes of the PADS/ Medium Lucy McKell External training costs, Staff evaluation. SAWS process and the related workforce exam fees. development issues raised 9.4.2 Continuation and development Medium Paul Leese Material development Number of staff receiving CBT of e-learning as part of the programme costs training. training initiative. 9.4.3 Team Building Medium SIM Management Within base budget Better team working across the Team programme, especially with colleagues from IBM and SERCO. Priority Action 5 Resourcing local government Action Timescale Responsibility Resources / costs Performance measure / Comments milestones 9.5.1 Develop a flexible working High Programme Significant setup costs Number of staff working flexibly. initiative within the Bradford-i programme 01/06/07 Director with related benefits Improved staff retention and across the recruitment organisation-wide. organisation 23 strategic-information-management-servicedoc4080.doc