IT & DIGITAL STRATEGY Strategy & Action Plan

Transcription

1 IT & DIGITAL STRATEGY Strategy & Action Plan Providing more efficient and effective services to our customers, and enabling better outcomes by promoting innovative digital ways of working. 1

2 CONTENTS 1. Introduction 2. Overview 3. Vision 4. Design Principles 5. Departmental Requirements 6. Digital Challenges 7. Qualitative Benefits 8. Digital Action Plan I. The Workforce II. The Workplace III. Business Processes IV. Enabling Technology V. Investing in Innovation 9. Achievable Benefits 10. The Next Two Years 11. The Longer Term IT Plan 12. The Council and County in

3 Introduction Over recent years technology has significantly changed the way we live and work. We have all witnessed the power of digital in improving the quality of our lives and in developing communities, businesses and the economy. Ten years ago the iphone was launched and only 3 million of us used Facebook in the UK. Now 76% use smart phones and over 30 million people use Facebook. The internet has changed our lives, placed the citizen more in control than ever before, as customers choose where and how they wish to access information and services. We will lead Leicestershire, with our partners, to grow our economy, deliver better digital services and work better inside and between our organisations. The potential of these technologies is immense and we want to begin to develop an approach that will harness the transformational benefits for Leicestershire. Byron Rhodes, Deputy Leader of Leicestershire County Council 3

4 Overview The IT & Digital strategy has been developed as a guide for how Leicestershire County Council designs its IT & Digital services and structures to deliver positive outcomes for its customers. It underlines the Council s commitment to providing tools and skills that transform the workplace and enable our workforce to embrace new, digitally enabled, ways of working. Underpinned by the Council Strategic Plan / Outcomes Framework, it describes a series of initiatives that improve the ease of use and reliability of existing services, building and leveraging skills, data, information and technology that allows the Council to rethink how it delivers services, with partners, to customers, in todays digital age. Digital is about more than just technology. It involves changing the way we think about service delivery; moving them online; streamlining and automating them wherever possible; making the customer experience straightforward and seamless. All of this at the same time as rethinking our processes to make them as efficient and effective as possible. As the way we deliver services changes, together with the tools, our workforce has to develop digital skills that support new ways of working. With the commitment of our leaders to digital, our workforce will develop a culture that challenges existing approaches and embraces the opportunities that digital innovation brings. IT & Digital can deliver enormous benefits for citizens, the council and its partners, including reduced costs and better value for money services; greater efficiencies and better outcomes; stimulating and enabling innovation and new ways of working; re-shaping the relationship between the council, its citizens and its partners; using social media to improve communications and partnership working; accessing and exploiting a wealth of open data. 4

5 Vision Our vision is to provide more efficient and effective services to our customers, and enable better outcomes by promoting innovative digital ways of working. EFFICIENT: With easier-to-use, customer-focused, joined-up services We will manage demand through modern digital services that help people to do things together and for themselves, improving engagement and wellbeing across the county. EFFECTIVE: Through better ways of working, leveraging digital solutions We will adopt new ways of working with partners to deliver joined-up services which respond to customer needs, improve safeguarding, and make our services sustainable. ENABLING: By promoting the digital economy and developing local digital skills We will strengthen community cohesion and grow our local economy, increasing opportunities for individuals, by improving skills, jobs, investment and infrastructure. 5

6 Design Principles The IT and Digital Strategy enables us to make longer term, strategic investment decisions. A set of design principles will help guide our decision making to achieve the outputs set out in the strategy, as well as ensuring our alignment to the Council s overarching strategic objectives. Vanilla by Default Our technology and solutions will be standardised and rationalised, using open standards, to increase compliance and lower the cost of delivery and support. User Centric Design Our IT and digital services will be codesigned with user engagement. They will be easy to use supporting users to effectively engage with the Council at a time and place that suits them. Goal Oriented Our governance will be aligned to business goals. We will use industry benchmarks to ensure we provide quality services. We will challenge need and manage demand, in support of the Council s strategic objectives. Digital by Choice We will promote online, joined-up, accessible services; enabling users to self serve wherever possible, automating processes, and in doing so lower the cost of service provision. Value for Money Our decisions will be evidence based. Solutions will be commissioned, value tested, with benefits defined and tracked to deliver efficient, effective services. Cloud First We will consider the Cloud as a first option for hosting software applications, where the total cost of ownership shows clear advantages, rather than maintaining systems on site. 6

7 Departmental Requirements efficient, effective, enabling As part of the process to develop the IT and Digital strategy, interviews were held with stakeholders from across the Council. Their requirements helped shape the various outputs and objectives. CHIEF EXECUTIVE ENVIRONMENT & TRANSPORT CHILDREN & FAMILY SERVICES CORPORATE RESOURCES ADULTS & COMMUNITIES Improved mobility for legal case workers Improved access to data for Business Intelligence (BI) Online transactions and end-to-end workflow integration for resident and business requests Reducing demand and manual data inputting Video conferencing to reduce travel times and enable improved collaboration Data sharing and integration to provide single view of family Establish options and roadmap for Oracle upgrade / replacement Deliver improved enduser functionality from Oracle Improved ability for mobile working for frontline staff mobile briefcase application Improved devices for mobile workers PUBLIC HEALTH Improved integration with NHS and access to systems and data Improved online capability for residents to self-support Improved mobile working for front-line staff and office staff Single View of Place and improved use of spatial Business Intelligence STADs replacement Voice to text and OCR tools to reduce time spent typing case notes Improved mobile working tools for frontline staff Enable technology advances to deliver efficiencies and savings across services Provide transformation leadership to support departments Deliver Digital strategy and associated outputs Improved data integration and joint working with health Customer portal / digital access Delivering better value and functionality from key applications BI tools that support population analytics 7

8 Digital Challenges There are several challenges to be addressed if the Council is to succeed in delivering this strategy. A lack of data or ROI to justify the value of digital initiatives A series of risk, security, compliance, and legal implications Changing the culture and building digital skills within the workforce Providing clear governance, leadership and effective communication It can be difficult to measure the quantitative and qualitative benefits that are realised by investments in technology and digital tools and approaches. There is a need to carry out baseline analysis when proposing projects so that evidencebased decisions are made, and clear measures of success identified. Much of the infrastructure is in place for partners to share information and resources. However, integrating IT networks and systems, and working practices are often difficult due to various considerations. There is further work to do to overcome barriers and maximise the benefits of working in partnership. Ensuring our workforce have the right digital skills and culture is essential to them working effectively and thinking innovatively in a digital world. We need to learn how to rethink our ways of working to leverage digital solutions to make our processes more efficient and effective, improving the customer experience. There needs to be a commitment to digital from the top and supported across the Council. Teams need to be focused on the major initiatives, working in a coordinated fashion across departments, and empowered to deliver outcomes in an agile fashion to achieve the Council s strategic objectives. 8

9 Qualitative Benefits efficient, effective, enabling The IT and Digital strategy enables us to develop as a Digital Council, exploiting new and existing technologies across a range of channels, whilst at the same supporting the growth of communities and promoting democratic engagement. Broadly speaking, we aim to improve: CUSTOMER SATISFACTION The number of digital solutions providing a simple, seamless user experience that increase customer satisfaction. DIGITAL LITERACY The digital skills of our staff, the culture of innovative thinking and new ways of working that increase productivity. DATA-LED DECISION MAKING Data-led interventions, both predictive and preventative, that reduce demand and the overall cost of services. EFFICIENCY THROUGH INTEGRATION Systems integration, process automation, and service signposting, all of which reduce the cost of service delivery. ECONOMIC GROWTH Superfast broadband access for businesses to digital technology and learning, promoting local economic growth. 9

10 Digital Action Plan efficient, effective, enabling Digital is about more than just technology. It involves changing the way we think about service delivery. It is multi-disciplinary, requiring the involvement of all parts of the Council, together with citizens, community groups, higher education, businesses, partners and suppliers. With this in mind, we have developed a Digital Action Plan based on outputs that fall under five headings: THE WORKFORCE - We will grow our digital skills, collaborating between teams and partners through data sharing, connected services, and a flexible workforce, providing joined-up services to our customers. THE WORKPLACE We will build a digital workplace, location independent, providing shared access to services across the county for our workforce, citizens, communities, businesses and partners. BUSINESS PROCESSES We will build a digital workplace, location independent, providing shared access to services across the county for our workforce, citizens, communities, businesses and partners. ENABLING TECHNOLOGY We will build a digital workplace, location independent, providing shared access to services across the county for our workforce, citizens, communities, businesses and partners. INVESTING IN INNOVATION We will build a digital workplace, location independent, providing shared access to services across the county for our workforce, citizens, communities, businesses and partners. 10

11 The Workforce Objective: We will grow our digital skills, collaborating between teams and partners through data sharing, connected services, and a flexible workforce, providing joinedup services to our customers. We will increase our effectiveness by making it easier to collaborate across departments and with partner organisations, adopting a culture of openness and working closely with others. We will further our effectiveness by promoting data-driven decision-making, and having a digital-first mindset that promotes digital solutions in all areas of work. We will develop a more flexible, agile approach to digital that allows us to assess, and respond to innovations more rapidly and effectively, to the benefit of our customers, partners, workforce, and the Council itself. We will meet our objective by achieving the following successful outputs: Digital Skills & Culture Establish the leadership behaviours that define digital culture Identify initiatives to support a forward thinking, digital culture Establish ways of recognising innovative thinking corporately Adopt nudge techniques to encourage behaviour change Ensure IT have the right skills to deliver and support digital Identify departmental digital champions across the Council Promote training and support for digitally excluded user groups Insight & Analytics Business Intelligence used effectively by the Council & partners Partnerships & Sharing Ensure a wide adoption of digital sharing & collaboration tools Promote agile project delivery & flexible, cross-functional teams Involve digital champions in community engagement activities Involve user groups in the design and testing of digital solutions 11

12 The Workplace Objective: We will build a digital workplace, location independent, providing shared access to services across the county for our workforce, citizens, communities, businesses and partners. We will meet our objective by achieving the following successful outputs: Streamlined Technology Extend Wi-Fi coverage to staff, covering the whole of County Hall Complete the deployment of virtual desktop (VDI) & workstyles Provide more reliable remote access at home & in public places Deliver the Smart Libraries digital technology refresh project We will increase our effectiveness by making how, where and when staff can use office technology easier, faster and more reliable than ever before. We will also make it easier for people to share information and collaborate, from many locations, using many devices, including their own. We will become more efficient, reducing the on-going cost of investment in user devices, and improving the tools available for flexible and remote working, freeing up property space and reducing travel costs. We will move over time, as it becomes costeffective, to a cloud-first model. Partnerships & Sharing Identify mobility solution improvements for out-of-office workers Socialise where and how to achieve cross-agency working Deploy solutions for paperless meetings & decision-making Economic Growth Support the county rollout of superfast broadband coverage Deliver public Wi-Fi to selected locations in towns & villages Provide support for isolated communities with poor connectivity Provide online training in digital skills for local businesses 12

13 Business Processes Objective: We will increase the number of digital processes, lowering costs and improving customer access, by increasing self-service, collaboration, engagement and data-led decision making. We will increase our effectiveness by making how, where and when staff can use technology easier, faster and more reliable than ever before. We will also make it easier for people to share information and collaborate, from many locations, using many devices, including their own if they so choose. We will become more efficient, reducing the on-going cost of investment in user devices, and improving the tools available for flexible and remote working, freeing up property space and reducing travel costs. We will move over time, as it becomes cost-effective, to a cloud delivery model. We will meet our objective by achieving the following successful outputs: Streamlined Services Improve Council and partner signposting of services Optimise web pages to improve search engine results Simplify the top 20% high volume online transactions Automate the top 10% high cost transaction services Redesign e-forms to display effectively on smartphones Replace non-electronic forms with electronic versions Partnerships & Sharing Align IT and Digital to the IM&T group for NHS & partners in LLR Social Engagement Provide access for users to chose their own care & support Improve the use of social media to make services more visible User groups engaged in design & testing of systems Take user feedback to inform service improvements Ensure the Council website & portals are accessible by design Economic Growth Promote local business engagement with a procurement portal 13

14 Enabling Technology Objective: We will deliver a reliable and resilient infrastructure with excellent connectivity countywide that simplifies using and sharing technology, property and people assets. We will get the basics of our technology right, ensuring services are accessible from a wide range of devices and locations, that they are intuitive to use, are high performing in terms of speed, and reliable. We will expand the range and capabilities of digital tools, connectivity and infrastructure to increase ways and means of cross-team and inter-agency collaboration, data and document sharing, and partner office and virtual working. We will meet our objective by achieving the following successful outputs: Streamlined Technology Upgrade Windows 10, Office 2016 and Outlook services Replace the existing enterprise voice recording software Replace the existing smartphone equipment & service provider Upgrade the current GIS (Geospatial Mapping) system Replace the existing contact centre fixed telephony system Deliver core technology Infrastructure upgrades & replacements Rationalise software applications and databases Partnerships & Sharing Rollout Skype corporately, including voice & video conferencing Rollout SharePoint corporately, with out-of-the-box functionality Deliver a Bring-Your-Own Device & calendar service Provide secure access to a wider range of public internet services We will deliver and enable savings by reducing the cost and number of applications, and by providing the means to increase automation, channel shift, and make more effective use of staff time office space. 14

15 Investing in Innovation Objective: We will promote digital innovation, including working with others to identify, develop and realise benefits for our customers, the county, our people, and the Council itself. We will reduce the cost of services both directly and working with partners by using innovative technologies to reduce manual intervention, whether that is automating data analysis and decision making, reducing the amount of presence based activity, and reducing or removing administrative tasks re-keying information. We will improve productivity by introducing chat bots into Q&A areas of high demand / high complexity, beginning with internal services such as HR and IT, before moving to customer facing provisions such as Planning Permission and entitlement services. We will meet our objective by achieving the following pilot innovation projects (currently for consideration): Chat Bots HR, OD & IT Frequently Asked Questions Environment & Transport common requests Machine Learning Predictive analysis of risk & delivery of personalised care AI review of Transport System, Routes & Supplier Hub Smart Sensors Home technologies to support living at home Efficient use of car parking spaces Robotic Process Automation Automated workflow to eliminate manual data entry Cognitive Services Case notes converted directly from speech to text Blockchain Generate revenue by digital parking permit location usage Drones Remote monitoring to optimise on-site staff deployment Service to provide live feeds on traffic incidents & congestion Mobile Apps App to report multiple service issues for staff & citizens 15

16 Achievable Benefits efficient, effective, enabling Various benefits will be achieved by delivering the objectives in the framework. These benefits are broadly summarised below: 16

17 The Next Two Years efficient, effective, enabling We aim to deliver several major initiatives listed below over the next two years. This is in addition to other smaller initiatives, including possible investing in innovation projects showcased in the IT and Digital Strategy. Dec 2017 IT and Digital Strategy published. County Hall Wi-Fi coverage extended. Online digital skills training for local businesses available. Jun 2018 Skype full functionality available. VDI improvements embedded. Superfast broadband at 95%. E-forms redesigned to render well on smartphones. Web pages accessible by design. New security guidelines open up more digital services to staff. Dec 2018 SharePoint collaboration tools available on general release. Self-service access for social care users is live. The 20% highest volume online transactions have been simplified. Training and support provided to digitally excluded user groups. Jun 2019 Windows 10, Office 2016 and new services live. Mobile app available for and calendaring on smartphones and tablet devices. Mar 2018 User groups engaged in digital service design. Paperless meetings solution available on general release. Website signposting completed. Smart Libraries project complete. Digital culture guidance issued. Sep 2018 Enhanced mobile working solutions available. PDF forms converted to online equivalents. Search engine optimisation completed. Digital champions group established & involved in community engagement. Mar 2019 New smartphones are available. The corporate telephony system has been replaced. Training tools in place to support digital skills development. Excellent adoption of collaboration tools (Skype / SharePoint) Dec 2019 An online procurement portal for local SMEs is live. The top 10% highest cost transactional services have been automated. 17

18 Longer Term IT Plan 2017 to /19 Analysis and Assessment Retire 2019/20 Data and Application Migration 2020/21 Cloud Ways of Working 2021/22 Next Generation IT Legacy DCs & infrastructure Legacy data & applications Revise Re-host Rebuild Replace IaaS On-Prem. On-Prem. Migrate SaaS Exploit SaaS Optimise Adoption process is opportunistic led with some capital gains. IaaS Efficiencies being realised. Tooling for integration. Automated Cloud usage. BPaaS IaaS SaaS On-Prem. Federated interoperability. Cloud based systems aligned to corporate strategy. Infrastructure & DC >95% physical servers and data centre space reduction. Lower TCO. Simpler maintenance. Data & Applications >95% of data and applications are hosted in the Cloud. Lower TCO. Faster upgrades. End User Hardware One VDI desktop,laptop, and smartphone model. Lower TCO. Fewer devices. More reliable. VDI Audio/Video VDI terminals for >95% of users. Improved virtual working & collaboration. Device Security Secure native app access to staff on their own devices. Better user experience. Savings possible. Office 365 Cloud Office 365 is the standard for office collaboration. Improved virtual working & collaboration. Unified Comms. Skype and Telephony unified and delivered in the Cloud. Improved virtual working & collaboration. 18

19 The Council and County in 2020 Digital technology changes and evolves at an ever increasing pace. We will focus on keeping the IT and Digital strategy up-to-date with the latest innovations. This may require us to adapt our plans as digital innovation advances. At the time of writing, our aspirations are as follows: In the next few years we will see a clear shift in how our customers engage with us, moving more and more toward digital means of interaction. We will deliver a seamless digital-by-choice experience, mirroring customer experiences and journeys across other sectors. To keep pace with digital innovation and to respond to changes in public services, we will be taking a more proactive lead in working closely with partners to help design and deliver the required changes in an agile, responsive fashion. Advances in digital solutions as to how we share and analyse data will enable us to be much more effective in anticipating and reducing demand for services, as well as enabling people to self-manage their own needs through digital means. Leicestershire will have wide-reaching access to superfast broadband. Working with suppliers we will strive for the coverage to reach upwards of 95% across the county. This will support economic growth and wellbeing by increasing business competiveness and productivity, as well as providing people with the means to engage more actively in the community and to better help themselves. The Council will aim to position itself as a fast follower of digital taking advantage of opportunities to adopt and adapt digital solutions in collaboration with the public sector, commercial partners, community groups, as well as with centres of hi-tech innovation and education. 19

20 Gordon McFarlane: Assistant Director, Corporate Services Rocco Labellarte: Interim Chief Digital & Information Officer Jo Morrison: Head of Communications & Digital Facebook: Leicestershire-County-Council