1. ICT & Customer Support Vision Statement 2014-18 Challenge Start point Destination Business Relationships Staff Work-styles - Accommodation & Devices Core Productivity Toolset Customers are at the centre of everything we do Time to Change is faster Virtuous relationship Develop new positive relationship/partnerships (e.g BOC, all units, Adult learning, SVPP,NDDC, DCC) Dorset Application hosting HUB Hybrid Cloud Datacentre Centrically deployed, delivered and managed Common Infrastructures On-premise, Located in one Datacentre Virtualised Desktop & Servers Microsoft centric Cloud considered Desktop infrastructure support intensive. Work-style device strategy Distinct Desktop, Remote & Mobile experiences Mobile enabled workforce (COPE / BOYD) Multimedia enabled. S/W installs at point of contact Shared/Common WAN (DPSN) Mainly at fixed desk, some remote access. Public WiFi at key sites. Desktop PC, Laptops & Desk phones prevalent Communication predominantly Voice & Email Patchwork WAN services Rich Cloud Productivity and collaboration Toolset Unified Communication Managed Cloud File Data Mobile accessible Revenue cost model sustainable On-premises infrastructures Unmanaged data-store Unintegrated telephony Sustained Capital investment required Limited collaboration opportunities Hard to get to right operational partners. Not yet working together to improve. Time to deliver change perceived as lengthy. Version: Final v4_0 () File Name: Vision statement.pptx Date: Apr 2015 Application Hosting & Delivery Reluctance to take ownership and use empowerment. Underdeveloped succession planning. Some single points of failure Leadership and employee & coaching behaviours embedded in day to day activity. Use of skills and resource available, irrespective of Job Description. Pool/share available resources Celebrate good behaviours

2. ICT & Customer Support Vision Statement Challenge Start Point Destination Commercial Readiness Business Applications Contact Channels Standardised and simplified processes, forms and reports Optimisation of Service Management tool Greater automation to make data entry easier Authorisation at lowest appropriate level Regular process reviews so they remain fit for purpose Complex processes with lots of steps Manual and time consuming Team rather than outcome/Service focused Team processes have evolved over time Rationalised / Consolidated / Aggregated /Packaged Effective supplier management Defined product roadmaps Mobile enabled / Web enabled (client less) Integrated (including with NHS) Business Specific – Bespoke Diverse and disparate Inconsistent view of road maps Inconsistent supplier management. Multiple versions of name and address information. Outstanding reputation as Dorset ICT Service Hub Set of generic service offerings. Proactive in identifying new opportunities Robust and efficient Service Management arrangements Opportunity based proposals. Partnership based development. Good reputation Realistic about appetite and capability (saying ‘No’) Processes Multiple access channels. Social media not widely used or generic. Generic email addresses in use. No active planning to influence customer behaviour. Digital by design is understood and valued. Generic email addresses turned off. Agreed Access strategy and channel stick working. Increase in self & assisted service Appropriate use of F2F