That the Cabinet agrees to approve the Technology Strategy and ICT Asset Management Plan for the period

Transcription

1 NORTH AYRSHIRE COUNCIL Cabinet 29 th May 2018 Title: Purpose: Recommendation: The Technology Strategy and Information and Communications Technology (ICT) Asset Management Plan The purpose of the report is to (a) advise the Cabinet of the Technology Strategy and the revised ICT Asset Management Plan that have been developed for the period ; and (b) seek Cabinet approval the for Technology Strategy and ICT Asset Management Plan for the period That the Cabinet agrees to approve the Technology Strategy and ICT Asset Management Plan for the period Executive Summary 1.1 The Technology Strategy sets out the vision, principles and the key technologies that will support transformational change. IT Services will partner with colleagues, customers and suppliers to enable exceptional service delivery. Solutions will be designed in partnership to improve processes, service delivery and collaboration. 1.2 Key technologies include: Office 365, a cloud platform based approach to business application delivery and virtual desktop infrastructure (VDI). Our infrastructure must be developed and be strategically aligned with these technologies and approach. The ICT Asset Management plan has been revised to ensure the continued robust and prudent management of the Council s ICT assets, thereby leading to effective investment decisions being taken and financial efficiencies being delivered. 2. Background 2.1 The existing Information and Communications Technology (ICT) Strategy requires updating and a wider focus on people, processes and business outcomes linking to the Digital Strategy. The Technology Strategy sets out how ICT will be used effectively and efficiently to support service delivery and transformational change by leading technological change and innovation. 2.2 Delivery of the key technologies outlined in the Technology Strategy will require significant changes to our ICT infrastructure (assets). Consequently the existing ICT Asset Management Plan has been updated to reflect this.

2 3. Proposals 3.1 That cabinet notes the Technology Strategy and ICT Asset Management Plan. 4. Implications Financial: Human Resources: Legal: Equality: Children and Young People: Environmental & Sustainability: Key Priorities: Community Benefits: There are financial implications related to the various projects, however these commitments can be met through existing capital and revenue budgets. There are no direct human resource implications. There are no direct legal implications. There are no direct equality implications. There are no direct Children and Young People implications. There are no direct environmental or sustainability implications. Delivery of the key technologies outlined in the Technology Strategy in conjunction with the ICT Asset Management Plan helps to support the efficient delivery of the strategic priorities within the Council Plan There are no direct community benefit implications. 5. Consultation 5.1 All Council Services have been engaged in the development of the Council s approach to technology, asset management and associated action plans. 5.2 References: Place Asset Management Plans 17 January 2017 Roads and Fleet 14 March 2017 Open Space, Housing and Property LAURA FRIEL Corporate Director (Finance and Corporate Support) For further information please contact Brendan Quigley, Senior Manager (IT) on Background Papers endix 1 The Technology Strategy endix 2 The ICT Asset Management Plan

3 APPENDIX 1 North Ayrshire Council Technology Strategy Aligning technology, people and priorities

4 Introduction North Ayrshire Council Technology Strategy In recent years, advances in technology have significantly impacted on the world in which the Council operates and provides services. Smartphones, tablets, home broadband, social media, wearable devices and mobile apps have all changed the way customers go about their daily lives and request, track and receive services. In addition, the greater availability and advances in technology provide councils with more effective ways of delivering services. Alongside this, the challenges to local government have never been greater with budgets not keeping pace with the demand and cost of services. To be successful we need to embrace technology and make it work for us. This Technology Strategy aligns with the Council s Digital Strategy and sets out the approach to realising our vision. We must make more effective and efficient use of technology through greater collaboration and a shared corporate vision. The Challenges Meeting increasing customer needs Ensuring staff can work anywhere Keeping pace with advances in technology Needing to do more with less Maintaining cyber security Utilising technology to increase efficiency Enabling collaboration and co-production of solutions Ensuring technology meets legislative requirements 1

5 Our Vision & Principles North Ayrshire Council Technology Strategy To partner with colleagues, customers and suppliers to enable exceptional service delivery by leading technological change and innovation. We have six key principles that will enable us to achieve our vision: Deliberately designed We will take a holistic view of the business and design efficient, effective and agile technology solutions People at the core We will deliver first class technical solutions built around the needs of our customers and people Anytime, anywhere access We will enable our people to access the systems, applications and information they need wherever they are Cloud first We will utilise cloud based technology solutions wherever possible Data driven We will utilise data to effectively inform our decision making Secure We will operate securely whilst still taking advantage of technological innovations and opportunities 2

6 Deliberately designed North Ayrshire Council Technology Strategy Our technology estate has not been deliberately architected or designed. Over the last decade it has evolved; layering on more and more departmental solutions, vertically focused business processes and application systems. This evolution has made it increasingly difficult to service the needs of customers and deliver business objectives. In a world where efficiency is increasingly created through innovation, agility and flexibility, the current situation is having the opposite impact on the organisation. An architected approach seeks to solve this situation by bringing together technology solutions and processes into a single integrated environment that is fully aligned to business strategy and need. This approach increases efficiency and the opportunity for collaboration at all levels in the organisation. There must be corporate ownership of technology and each element should have a clearly defined role in the bigger picture. As such, technology governance will be the responsibility of the Customer and Digital Board. lication review National solution? Platform solution? Consolidated solution? Cloud solution? No No No No Retire! Yes Yes Yes Yes Current portfolio Review New portfolio 3

7 People at the core North Ayrshire Council Technology Strategy Our customers and people will be at the core of everything we do. We are committed to delivering first class services and improving our processes around the needs of our customers. Our customers will benefit from the new technology we use, through faster, more efficient systems that will ultimately lead to better services. Our people are pivotal to our business: from front-line services to senior management, our technology approach will provide our people with the platform to deliver exceptional services to our customers. Technology is not a solution in its own right - it requires engaged, empowered and knowledgeable people for it to be successful. The technology that we introduce for people will be designed in partnership to improve processes, service delivery and collaboration. Collaboration and co-production Effective solutions are produced through collaboration and the close examination of business challenges. Technology specialists in I.T. must be involved in these conversations at an early stage to advise and support services to co-produce more efficient and effective solutions. The holistic view that can be achieved through the centralised management of technology will avoid unnecessary duplication and ensure that lessons are learned and improvements have maximum impact. This approach recognises the expertise of the respective parties and acknowledges that we are more effective when we collaborate and work together to better understand our customers and their needs. 4

8 Anytime, anywhere access North Ayrshire Council Technology Strategy North Ayrshire Council will embrace an anytime, anywhere approach at the core of the business. Our people must be able to access the systems and applications they need to support our community in the quickest and most efficient way possible without the constraints of time and location. Our people will be able to access the tools they need to deliver exceptional services. This will ensure that greater collaboration is at the centre of our technological approach, allowing for more fluid information sharing, more flexible working and faster more informed decision making. This strategy will seek to put an infrastructure in place that will provide the foundations for a more mobile workforce. Customers will see a major benefit as real time updates and communication from a more customer focused service, built on the ethos of Customer First. A more mobile future Joe is a pest control officer who has benefitted greatly from a more mobile workplace. Joe's appointments are automatically scheduled for him based on time, his skills and location. His appointments are sent to his mobile device and he can view all the case details. He can update cases from his mobile device and the customer will receive notification. Payments from customers can be taken and signatures captured at the time. 5

9 Cloud first North Ayrshire Council Technology Strategy In line with the UK Government s Cloud First Policy, North Ayrshire Council is adopting a Cloud First approach. This means any new systems purchased must be cloud based, provided it represents good value. Pursuing this approach will support our technology principles, ensuring: Our people can work in smarter, more mobile and flexible ways. Our solutions are open and scalable to match the challenges the Council faces Our data can be joined to provide information, knowledge and insight to inform decisions Our services can exploit new and evolving technology areas such as Artificial Intelligence (AI) and Internet of Things (IOT) to deliver ever smarter and more efficient services Why the cloud? Cost effective: no local solution to build, maintain and support Access: anywhere on any device Always up to date: access to the latest features Highly configurable: easier and faster to implement with greater flexibility to make changes Scalable: users and available functionality can be added as needed Open: solutions can be integrated to create end to end processes Secure: solutions are built around latest security standards 6

10 Data driven North Ayrshire Council Technology Strategy In recent years it has become increasingly apparent that data will enable the business to drive change and improve the quality of services delivered. Our data is currently fragmented across services preventing us from gaining a holistic view of our customers. Centralising and implementing a standard toolset which allows us to harvest our data, will transform unused and unstructured data into clearer information and knowledge. If we can better understand and manage the information we hold, we can make better, more informed decisions for the continued benefit of our communities. Our people need to have the right information and data available to them so they can understand the impact they are making and tailor services for maximum effect. We will continue to make more data freely available to the public through our Open Data approach. Local authorities hold significant amounts of information and data that should be free to access and use as they need and require. Secure Security of our infrastructure, data and technology will be a key principle in the decisions we make. It has never been more challenging for organisations including local authorities to ensure they are protected from cyber attack, malware and other threats. We need to be one step ahead of the next attack, ensuring all of our infrastructure and devices are up to date and secure. A key part of this is educating our colleagues in how to use devices and how to spot any potential threat. We must all work together to maintain a secure and safe environment. 7

11 Key Technologies: 1. lication Platform North Ayrshire Council Technology Strategy The Council will adopt a modern and customer centric application platform at the heart of its technology and business architecture. This platform will be the prefered home for applications and offers the opportunity for consolidation. We have found that many of the applications that sit within the Council share common components e.g. case management, workflow, and payment engines, but because they sit within a proprietary technology (and operate in isolation) they cannot be utilised effectively in different services. However, the technology exists to standardise these components across the Council while ensuring different services business processes are configured. This approach will ensure we operate more efficiently and consider the wider strategic principles when technology buying decisions are made. Business aligned More integrated Cloud based Cross cutting business data Shared functionality and improvements Customer Relationship Management Mobile I.T. Service Online HR & Payroll worker... Desk self-service services Financial Land & Property... lication Platform Other lications The norm The exception 8

12 2. Office 365 North Ayrshire Council Technology Strategy Providing our people with the right technology solutions will be crucial to establishing an environment that fully enables agility, mobility and collaboration. We believe that Office 365 will allow us to truly transform the way we work. Opportunities for collaboration will be greatly increased and our frontline and mobile workers will be more connected and able to access the tools and systems they need. The move to Office 365 will also require us to change how we use, store and share information. Our colleagues will have the support and skills to make the most of this technology and ensure that the benefits are realised for our customers and people. Our intranet (Connects) will be redesigned to take advantage of the improved collaboration and information management tools that are offered by Office 365. A more effective technology solution will provide the opportunity to create a single resource for much of our documentation and information. Documentation will be maintained, managed and shared effectively to avoid duplication and increase consistency and accuracy. Connects will be supplemented by a collaboration feature of Office 365 called Teams. These team (and project) specific websites will facilitate improved communication and information sharing by offering a shared digital space. They will be the place where teams chat, share documentation and stay up to date on each others work. 9

13 3. Infrastructure North Ayrshire Council Technology Strategy Our infrastructure must develop and be strategically aligned with our technology and digital strategies. Taking a cloud first approach in the design of our applications and services will have impacts on our network infrastructure to the extent that it must be capable of accommodating greater traffic and pressures. As we move to a more cloud and internet centric platform, we will redesign our network connectivity, increasing the available bandwidth to accommodate our cloud first approach. We will also work closely with technology providers in the area to understand what their strategic plans are and how they can help serve the customers of North Ayrshire more effectively. Understanding what our providers are doing will allow us to provide a more coordinated service and delivery of network infrastructure for our customers. Over time, we will reduce our physical infrastructure and desktop estate, gradually moving to a cloud first and bring your own device environment. This strategic realignment of services and technology will necessitate the engagement of a strategic partner to ensure the Council s infrastructure is fully aligned to the delivery of this change. What is the impact? Reduced need for infrastructure and system maintenance and upgrades Increased mobile and agile enablement network bandwidth capacity 3xmore Virtual Desktop and the browser replacing traditional desktop access to services Less local infrastructure Increased opportunity to Bring Your Own Device 10

14 Key Benefits Technology Features Benefits lication Platform Infrastructure Free Scalable and sustainable Low maintenance Centralised Replace aged applications which inhibit change Cash releasing savings on support of aged applications Platform approach enables single sign on to all council software assets Office 365 Cloud based software Integrated applications on one platform Exchange Online, Teams, Sharepoint, OneDrive, Skype for Business and other applications Greater collaboration and communication Supports agile and mobile workforce Improved experience for staff, e.g. single sign-on GDPR compliance Infrastructure Upgraded infrastructure with separated traffic Greater monitoring of traffic flows Strategic plans with our providers Infrastructure as a Service Faster network speeds, removing bottlenecks Coordinated approach to investments and improvements 11

15 APPENDIX 2 ASSET MANAGEMENT PLAN Information and Communication Technology (ICT) V0.4

16 ASSET MANAGEMENT PLAN Information and Communication Technology (ICT) CONTENTS 1.0 INTRODUCTION DELIBERATELY DESIGNED PEOPLE AT THE CORE ANYTIME ANYWHERE ACCESS CLOUD FIRST DATA DRIVEN SECURE ICT ASSETS INVENTORY- PERFORMANCE LIFECYCLE PLANNING MANAGE THE RISKS CAPITAL INVESTMENT... 7 INTERNAL Page 2 17/05/2018 Draft v0.3

17 DOCUMENT CONTROL ASSET MANAGEMENT PLAN Information and Communication Technology (ICT) Issue Amendments Author Date roved V0.1 Draft issued to Brendan Quigley for Review Carolann McGill 25/03/2018 BQ V0.2 Draft issued to Esther Gunn Stuart for review Carolann McGill 30/04/2018 EGS V 0.3 Draft issued to Laura Friel for review Carolann McGill 04/05/2018 LF V0.4 Changed to reference other Asset Management Plans Carolann McGill 1605/2018 BQ INTERNAL Page 3 17/05/2018 Draft v0.3

18 1.0 INTRODUCTION ASSET MANAGEMENT PLAN Information and Communication Technology (ICT) The ICT asset plan is linked to the technology strategy and will depict the impact on hardware, software and application assets. North Ayrshire Council s approach to Asset Management Planning is based on the guidance given by CIPFA. The Council s core Asset Management Plans are: Property Open space Housing Roads Fleet Information and Communications Technology In relation to Governance the Information Technology Manager is responsible for management and control of the asset management plan which is reviewed annually. The Digital Transformation Board acts as the assessment body for all IT investment and changes. 2.0 DELIBERATELY DESIGNED By taking a Council wide strategic, standardised view of technology, the Council will design efficient, effective and agile technology solutions that meet business need. All ICT procurement will be governed by defined enterprise architectural principles and standards. The Transformation and IT Services teams will review and rationalise the Council s application assets with the objective of reducing the current estate of 142 to under 50 applications. These applications will be fully aligned to the needs of Council s customers and the delivery of business objectives. Furthermore, architecturally aligning and rationalising the application estate will reduce support costs; standardise and simplify integration and support the creation of a single view of our customers and workforce. 3.0 PEOPLE AT THE CORE Deliver first class technical solutions built around the needs of the people. The technology that IT Services introduce will be designed in partnership with Services and will support business processes, service delivery and collaboration. ICT assets will be aligned to the needs of the Council s workforce, transforming their existing multiple application and device requirement to a more unified approach. 4.0 ANYTIME ANYWHERE ACCESS Enable colleagues to access the systems applications and information they need wherever they are. The Council workforce must be able to access the systems and applications they need to support the community in the quickest and most efficient way possible. IT Services will drive the transformation of the personal computer (PC) device estate of 2700 to a simplified, consistent hardware and software technology model known as virtual desktop infrastructure (VDI). This change will prolong the life of existing devices, reduce the need for device administration and increase device performance. Furthermore, this simplified consistent approach will enable greater workforce mobility and flexibility. To complement this technology enhancement, IT Services will introduce a loan system (enablement) of devices INTERNAL Page 4 17/05/2018 Draft v0.3

19 ASSET MANAGEMENT PLAN Information and Communication Technology (ICT) similar to the enterprise car scheme. This will enable the right type and amount of mobile devices to be procured. Over time, surplus PC devices will be removed to support a cost effective concurrent usage device model rather than the more traditional one device per person model. Bring Your Own Device (BYOD) will be offered as an option to the Council workforce, further reducing the number of enablement mobile devices required. The overall impact will be to reduce the estate of PC device, whilst increasing the number of sustainable, longer life VDI devices (up to 10 years lifespan) thereby reducing the overall cost of PC support, maintenance and replenishment to the Council. 5.0 CLOUD FIRST Utilise cloud based technologies wherever possible: New systems purchased must be cloud based, provided it represents good value. Migrating the Council s business application and software assets to the cloud will significantly reduce the requirement for physical server hardware and storage at the Council s primary site (Cunninghame House) and the business continuity site (Bridgegate House). Currently the primary site supports 230 virtual servers which it is anticipated will reduce to around The business continuity site currently supports 30 virtual servers which it is anticipated will reduce also. Business applications hosted in the cloud will be highly available and business continuity will be seamless. Cloud adoption will necessitate the transformation of the ICT network from traditional to an internet centric network which will be more scalable and more sustainable. 6.0 DATA DRIVEN The insight gained from data analytics will support service delivery and inform how we manage ICT technology assets. 7.0 SECURE Operate securely whilst still taking advantage of technological innovations and opportunities Security is paramount for the council and we are currently investigating software that will proactively monitor how the Council s hardware and software assets are being used, alerting IT Services of any anomalies within the ICT estate. 8.0 ICT ASSETS ICT assets, used by over 6,500 staff and around 19,000 school pupils, are displayed in Table 1 below. Table 1 Asset (Hardware) PCs, Laptops and Windows Tablets Nos 11,309 3,062 Corporate 300 Estate Replacement Value Refresh & Replacement 4M Desktop replacement programme Education ICT Replacement budget provision Planning Impact / relating to plan Physical desktop and server assets will reduce Education assets will continue to grow VDI infrastructure will grow INTERNAL Page 5 17/05/2018 Draft v0.3

20 ASSET MANAGEMENT PLAN Information and Communication Technology (ICT) Asset (Hardware) Nos Corporate - VDI 7,768 Education Estate Replacement Value Refresh & Replacement Implementation of VDI (Virtual Desktop Infrastructure) Planning Impact / relating to plan Tablets (ipads) 179 Public 2, Corporate 2806 Education 900K Reviewed on an ongoing basis with Education Servers & Storage Switches & Routers Mobile Phones, Smart phones & Blackberrys Network Printers Microsoft Office Licences Lotus Notes Licences 260 (Virtual) 600,000 Virtualised server technology is in place decreasing the number of physical servers required. 1,200 1,450,000 Contract in place for replacement and upgrade of Local Area Network (LAN) hardware 2, ,000 Contract in place with EE for mobile and smart phones Maintained by Services 2,700 Staff 1,373 Teachers Main devices are on lease agreement 799K /annum 51K/annum RICOH contract Devices procured by individual Services. Microsoft Enterprise Agreement in place with Software Assurance until July ,000 Pupils 3, K /annum Office 365 will replace Lotus Notes Server and storage assets will reduce Network switches will reduce in line with physical desktop reduction Smartphone assets will increase to support mobility Printers will reduce in line with other asset reduction EA licensing will be aligned to Office 365 deployment. Will no longer be required Asset (Rentals) Nos Annual Rental Cost Refresh & Replacement Voice Lines 1, ,000 Contract in place for Fixed Voice Lines Data Circuits ,000 Contract in place for replacement and upgrade of Wide Area Network (WAN) data circuits Will form part of a strategic review of the Council s voice and data networking services Will form part of a strategic review of the Council s voice and data networking services INTERNAL Page 6 17/05/2018 Draft v0.3

21 9.0 INVENTORY- PERFORMANCE ASSET MANAGEMENT PLAN Information and Communication Technology (ICT) Discovery and Microsoft System Centre (SCCM) management tools are used for the inventory management and performance monitoring of the corporate and Education personal computer devices and servers. Solar Winds is used to monitor the performance of core network Infrastructure. le Airwatch used to manage the education estate of ipads LIFECYCLE PLANNING IT Services will ensure that new assets are sustainable and affordable, within agreed budgets, for the whole life of the assets. Roadmaps and replacement plans will be developed for ICT assets in support of continuous improvement and efficiency. IT Services will assist services with retiral and disposal of ICT assets, thereby complying with legislative and operational requirements MANAGE THE RISKS As our assets become older, increased resource is required to maintain them and there is an increased risk of incompatibility and performance issues occurring. Furthermore, the impact of maintaining old equipment not only increases the total cost of ownership, it potentially impedes its ability to support service delivery and continuous improvement. A programme of on-going maintenance and replacement of ICT assets is required to mitigate these risks CAPITAL INVESTMENT IT Services has a current Capital programme 18/19 in place totalling 600,000 enabling the Council to continue to develop its ICT assets which are detailed in Table 1. Table 2 below details the key technology areas of budgetary spending. Table 2 Area Infrastructure, data and storage 150, , , , PC Replacement / VDI 100, , , , Schools ICT 350, , , , , , , , Over the last two years there has been investment in a wide range of projects which enhance and improve the use of assets enabling the reduction and increased performance of the Council s ICT assets. The investment over the last two years was 2,515, INTERNAL Page 7 17/05/2018 Draft v0.3