Appendix 1 ICT Strategy

22 ICT Strategy

33 Ealing will be able to demonstrate that effective use of technology and management of information has transformed the delivery of services to the public and lowered operating costs. Both staff and the public will be able to see what information the council has in its custody and will be able to retrieve it easily, provided they have appropriate authorisation. Individuals who have expressed interest in a specific subject or location will be notified whenever information changes or new material is added. Privacy and security will be embedded in all aspects of operations. This will be recognised by the public, who will feel that they can trust the council with their personal information. It will be easy to do business in Ealing. Flexible systems will provide a choice of solutions and cost models. For staff simplified, integrated, processes will inspire confidence in the underlying technology and allow them to concentrate their efforts on striving for excellence. The public, in growing numbers, will prefer to use digital channels to contact the council to take advantage of 24hr availability and the ease with which they can access services. Improvements in data quality and reporting will ensure that management decisions are based on good evidence and that performance measurement can be relied upon. These improvements will arise not just from technical innovation, training and policy enforcement but from the development of a culture throughout the council that recognises the value of information and the importance of maintaining it accurately. In summary the support ICT and Information Management offer to staff will enable them to produce a profound change in the way that Ealing manages its operations, and the way that the public engages with it. Vision

44 Themes Information Security Enhancing information availability, security and accuracy and complying with Government and good practice standards. Lean Architecture Providing a low cost, reliable, computing environment for the Council with the flexibility to support innovative new ways of working internally and with our suppliers and partners. Empowering Staff Providing the right tools for the job, and the capability to improve their work procedures and service delivery. Empowering the Public Expanding the availability of convenient self-service choices and the ability to add value to information the Council holds. Where mutually beneficial leveraging Council ICT facilities to provide low-cost solutions for the voluntary sector.

Aims and Objectives This strategy aims to: Provide one of the lowest cost ICT operations in London, with an upper quartile user satisfaction rating. This position to be evidenced by benchmarking in May 2012 and confirmed each year thereafter. Provide full support to the emerging customer service strategy by aligning the skills and knowledge of customer service staff with modern IT applications and a project delivery model that emphasises speed and value for money. The intent is to stimulate demand for self-service amongst the public, and offer attractive services that are cheaper for the council to deliver and more convenient for the public to use. Provide customers and residents with a fulfilling experience when dealing with the council through digital channels by delivering engaging content that is customised for their needs and automatically updated. Provide staff with up-to-date office productivity software that is easy to access, quick to respond, and that rarely fails. Ensure that small sites, home and flexible workers are not disadvantaged in terms of ICT services and support. Consolidate service delivery applications that apply across the council while providing flexibility to enable the use of niche applications that meet the needs of a specific service. The focus of the strategy is on shared services that benefit multiple departments. Applications that support a specific service area will continue to be detailed in the business plans and budget submissions for that area. 5

66 Current Position Squeezing assets and resources over the last four years has produced significant savings, to the point where in the 2009 SOCITM benchmark survey Ealing was reported to have one of the lowest cost ICT operations amongst London Boroughs. The cost of ICT in Ealing is at 1.4% of revenue compared to a London average of 2.2%. SOCITM noted that there is a correlation between spend on ICT and performance: “Generally, those organisations with greater resources perform at a higher level. This must reflect a commitment to ICT, greater levels of staffing which enables higher standards to be in place and ability to buy better solutions.” Discretionary spend (capital) over the period has been declining, with funds primarily devoted to developing new system solutions. Major developments include a single card payment solution, upgraded finance and HR solutions, and expanded storage. These deliveries were not without issues. Sponsors complained of higher than expected costs and project slippages. Spending

77 Current Position Satisfaction An independent Customer Satisfaction Survey undertaken by SOCITM in 2009 rated Ealing ICT as the lowest performer in London. This in part is due to the memory of a period of instability in the network for some weeks prior to the survey but also reflects discontent with an ageing network and desktop applications that are out-of-date. Users also raised concerns about service levels attained by our suppliers and the responsiveness of the Service Desk. Comments from participants included the following: “I am really surprised at how antiquated the system is and would expect an organisation of this size to be using Outlook Exchange. GroupWise is totally ineffective and cumbersome and really does not have the functionality required for today. Also the Microsoft Office suite is extremely old, I would expect that again a new version would be available.” “Hardware outdated and not fit for purpose. Too much downtime.” “Much greater importance needs to be placed on ensuring that remote sites, as well as the main buildings, have fully functioning ICT and that their problems are resolved rather than, apparently, being considered unimportant and left for months.”

88 Current Position Infrastructure Ealing has 3,500 PC’s located in 54 sites around the Borough and some 400 laptops. The majority of desktops are located in Perceval House, where a population of 2,200 seats are all available to any user (hot desks). 3,000 of the PC population are in their 6 th year and are overdue for replacement. The PC’s are connected to a purpose-built Data Centre constructed six years ago that houses 200 servers running 134 applications. The Data Centre is constructed to be resilient to threats, with protection against fire,flood and power loss. An alternate Data Centre is available should an emergency arise. Storage is provided by an IBM SAN which has a capacity of 79TB. This device currently hold over 15m documents. A network connects 50 small sites to Perceval House and the larger offices at Greenford, Ruislip Road, Westgate and Acton Town Hall. Diverse routing provides a measure of protection against network loss for the large offices. The telephone system communicates over the same network as the data (VOIP) providing a low cost solution to telephony and handling 28m calls per year. Over 600 staff have council supplied mobile phones, and 40 are Blackberry users. The principle productivity software in use is Microsoft Office is provided by Novell Groupwise, which handles some 23m mails per year.

99 Current Position Challenges We have a complex and ageing infrastructure that is failing to meet the expectations of our users for modern, flexible and reliable systems. While this delivers low costs for operations, it also means high cost for development and change which act as a block on innovation and business improvement. This aspect is a challenge that the forward strategy must address. We have a comprehensive range of market-leading solutions in place that have yet to reach their full potential; relatively low levels of investment in user training, skills development, and deployment projects can reap significant rewards. We have technical capabilities that have yet to be stretched. The telephone system is capable of voice response, instant messaging, conferencing, voice-to-PC and automated switching based on knowledge of where users are and the best channel to reach them. To capitalise on our technology capabilities and extract maximum value from past investments it is vital for ICT to win the trust of service areas and their involvement in identifying opportunities, devising solutions and progressing them through to completion. In April 2011 a decision will need to be taken on the Groupwise system. This strategy proposes moving to an external hosted solution with a Microsoft Outlook client to provide increased reliability and reduced operating costs. Information security is a major challenge for all areas of ICT as central government requirements mature. Non-compliance with security standards would result in withdrawal of key services and the risk of significant fines.

10 Future Trends The pace of technology change shows no signs of abating. Several advances are emerging now that will come to prominence over the life of this strategy and will present opportunities to Ealing. Cloud Computing Cloud computing is a term used to describe the evolution of computer services from dedicated servers to a shared cluster of devices. Instead of running applications on a PC the user accesses an application available from a central point, usually on the Internet, hosted by a specialist provider who charges only for the service used. This could mean lower costs for the Council because the provider benefits from being able to locate services where they are cheaper, and can maximise utilisation because a larger pool of users share the resource. These savings are passed on to the user. It also offers the potential to be able to run applications from anywhere using mobile devices like iPhones and PDA’s. Development will see the availability of systems with the look and feel of a desktop contained in a browser window – opening opportunities to provide computing to those who cannot afford a PC. Central government has already announced plans for the creation of a public sector focused cloud running a portfolio of applications likely to meet the needs of councils and that will offer a 25% reduction in cost. Delivery is expected to start this year (2010) and become widely available by Smartphones There has been explosive growth in the take-up of Smartphones, iPhones, Blackberry’s and their equivalents. These devices offer web access, satellite linkage, the ability to pay for small purchases and ‘Apps’, small tightly focused applications often developed by interested amateurs. These products bring an opportunity for innovative ways of engaging with the public and a route to bridging the Digital Divide.

11 Future Trends Content Management A Content Management System (CMS) is an application that organises publication of material to a web site. It formats content for display and manages version control and navigation. Development in the market is focused on combining the publication function with the document storage capabilities of an Electronic Document and Records Management System(ERDMS). This eases the task of maintaining content and enables web site users to directly access documents that are held for public view in the ERDMS. Users that register with the CMS can be notified whenever information they are interested in changes. Integration with eForms applications also eases the task of creating both free-standing forms and those integrated with back office applications. These are capabilities of particular interest to Ealing as they have the potential to attract customers to the lower cost delivery channel that the web provides.

12 Strategy Key Elements Implement Thin Client and Virtualisation of servers creating an Ealing ‘Cloud’. Start deployment in small sites (2010), then major sites and Perceval House (2011). Convert 100 servers per year to virtual equivalents. Deploy XP and Office 2010 by Rationalise applications, migrating to best of breed and bringing versions to the latest level available (2010/2011). Migrate to a hosted ‘cloud’ provider offering Outlook as the front-end client (2010). Resolve Managed Service contract performance issues and cost model for developments (2010). Develop an effective communication route to staff for policy distribution and training (2010). Identify a pool of Information Asset Owners across the Council to lead improvement in information security and rationalisation of legacy document stores (2011). Support channel migration with a replacement Content Management System, Customer Relationship Management System and interactive forms (2011) to automate the life cycle of a service request. This will include the development of a Smartphone channel. Consolidate and combine information and data sets for publication to the public and staff as a spur to process improvement (2011/2012). Develop and support tools for end-user initiated process improvement (2012/2013). Migrate to the Government Cloud when it becomes available (2014).

13 Strategy End-User Platform Ealing has 3,500 PC’s located in 54 sites around the Borough and 400 laptops. The majority of desktops are within Perceval House, which accommodates 2,200 staff in a hot-desk environment. The bulk of these PC’s are over five years old and overdue for replacement. The desktop operating system in use is Windows 2000, with Office 2000 providing the application layer for the majority of the devices. Both are now out of support by Microsoft. Replacing PC’s over 5 years old on a like-for-like basis and loading XP and Office 2007 on them would cost £2.5m. Better value can be had from migrating to thin client. These are small devices that have no moving parts, memory or processor. They are therefore much cheaper to purchase than a PC and have a life of up to 20 years. This life, coupled with a power consumption that is a fraction of a PC, make a significant contribution to the carbon footprint reduction programme. All the processing capability operates from central ‘virtual’ servers. This means lower support costs, more flexibility, faster start-up and an inherently more secure way of operating. It also means that the user can access their own ‘virtual’ PC using any product with a web browser, including their home PC and hand-held devices. The strategy proposes replacing the majority of the PC estate with thin clients, starting with small sites in 2010 and completing Perceval House by Spring Small sites are picked as a priority because of the immediate gain they will receive from the lower network demands of thin client. As Windows 2000 is now out of support by Microsoft upgrade to XP is also a priority and will deliver improved performance. Process to upgrade to Windows 7 will commence in 2012

14 Strategy End-User Platform (continued) Upgrade of the office productivity suite from Office 2000 is also a priority as it too is out of support. Both these upgrades will be undertaken through an Enterprise Agreement with Microsoft that provides a value-for-money licensing and support solution, enhanced office productivity tools and reduced internal administration. The current system is Groupwise, which handles some 23m mails per year. The existing contract expires in 2012 and either a renewal for a further three years will be required or a decision will need to be made to migrate to an alternative by spring of sensitive information requires users to be authorised for access to the Government secure mail network (GSI), the Criminal Justice or NHS secure mail network. Role-specific secure mail solutions are likely to continue to proliferate; the London Ambulance being the latest to seek a secure communications link to councils. For other than secure mail routes mentioned above the recommended approach is to migrate to a cloud mail solution based on Outlook. Combined with the increased usage of secure mail solutions, the potential to deploy Instant Messaging for internal communications, and the ability to store important s in the ERDMS solution, the use of a cloud mail solution promises lower costs and higher reliability. Transferring to a hosted solution also provides assurance that should a disruptive event occur at Perceval House Ealing staff will still to be able to access and use via the hosted site, providing an important capability for service continuity planning.

15 Strategy Virtualisation of Servers In the current approach to application hosting each application has its own dedicated servers (test, development and live) resulting in a sizeable inventory currently of 200 servers. Many of these use a fraction of their available capacity and generate utility and support costs that can be avoided by squeezing more applications onto fewer servers. Virtualisation is a software solution that enables this to happen, potentially reducing the estate down to 15 virtual devices. Fewer devices means lower support costs, lower technical refresh costs, and a reduced carbon foot print as less power is consumed. The strategy recommended is to transition to virtual servers over the life of the strategy as part of a technical refresh programme, targeting 100 servers per year. Adding automated power down of servers when not in use to the virtualisation strategy should result in power savings of 60% on current levels. Networks Ealing has a modern Unified Communications solution in place that is currently under-utilised. Coupled with the latest versions of Microsoft producitvity software that come with the Enterprise Agreement this will provide Instant Messaging (reducing traffic and storage), video conferencing, intelligent switching of calls, voice-to-PC, and the ability to connect easily to colleagues. The underlying network, which is shared by both voice and data, is extensive and has the capacity to meet current needs. Under the terms of the current contract all components of the network other than the cables themselves are due to be replaced in 2012 at the vendors expense. Our strategy is to leverage the existing investment by promoting its capabilities to staff and providing training. Home and flexible working solutions are already available that provide access to the Ealing network via a browser. Demand for access is expected to increase considerably over the life of the strategy; Ealing has 2 home workers compared to an average 240 in other Boroughs, and flexible working to mitigate against disruptive events (like snow days) is of benefit to both staff and management.

16 Strategy Networks (Continued) Demand for mobile solutions has been raised by several services, who see significant productivity gains arising from reducing the requirement for field workers to visit council offices to perform their computing tasks. Solutions are readily available that use the 3G network. There is also a significant opportunity to converge the Ealing and Parking CCTV networks, with the CCTV devices providing wireless hot spots for council staff use, supplemented with wide coverage devices for open areas and additional hot spots where CCTV isn’t in use. This ‘mesh’ network will provide wireless mobile capability at lower cost than 3G. Storage Storage is provided by an IBM XIV SAN with a capacity of 79TB that has 60%TB remaining unused. The SAN holds 15m documents, with growth in demand of 40% per year. Full capacity is expected to be reached in 2012 if no action is taken to reduce storage demand. Measures proposed for (transition to a cloud solution, alternate means of managing inter-office communications, ability to store mail in ERDMS, and mail box size limits) will do much to address future growth. But this will need to be coupled with user education and training, particularly in the execution of document retention standards. Even with these measures in place it is likely that additional storage will be necessary by the end of 2013 as average file sizes increase due to the growing use of graphics, pictures, and video material.

17 Strategy Compliance Following a series of highly publicised losses of personal data from government bodies in recent years, the growing incidence of card payment fraud and identity theft, and the impact of virus attacks, there is a now a sustained focus on information security. The Council has always taken this threat seriously but now has the added impetus of substantial fines and withdrawal of critical services that would result from not meeting standards and regulations applying to this area. The key areas of development planned over the life of the strategy are shown below. Protection of the Network End Point Security is the term used to describe a package of software solutions that monitor the entire network reporting suspicious events, reacting to security threats and applying Council policy on information security. A council policy for example that bars the use of memory sticks on anything other than an Ealing device can be implemented by EPS which will recognise the alien device and block it from access. The software can also identify applications that are not at the latest level of patching recommended by the supplier and apply automatic updates. It also provides reporting that shows all applications executed on the network and the device that initiated them, helping ICT to identify unlicensed software usage. These facilities are a mandatory requirement for agreement to allow Ealing to take payments by card (PCI DSS), or connect to central Government facilities (Gov Connects). The programme to implement EPS is funded and will deploy in Protection of Information The Council is also required to follow Government guidelines for protectively marking documents containing sensitive information and applying rules as to how such documents must be handled. Technologies involved include encryption, and creation of a secure file transfer route for documents passing outside the Ealing network. The major element though is training of the workforce to recognise the circumstances when protective marking needs to be applied and to treat marked documents in the way that the author intends.

18 Strategy Leverage of Corporate Applications Ealing has a significant portfolio of core applications that are under utilised and that can have a beneficial impact on the organisation: ERDMS (Document Management) manages document storage and indexing but also has the ability to manage the flow of information through a process. TIBCO middleware is a powerful integration tool that can also be used to create interactive eForms to aid channel migration (especially if combined with a modern Content Management System and Unified Communication network). With training these and other tools in the portfolio can be developed by end-users themselves to improve and innovate their work processes. Data & Information Management There has been a huge amount of work and research undertaken in recent years into the use of data by government. The work has resulted in many councils implementing projects focused on providing customer insight, for example, or the development of Local Information Systems to provide access to small area data and performance information. The main aim of these projects is to use data to help improve the planning and monitoring of services and in addition to provide transparency relating to the performance of the council. In the course of the last year the environment has evolved considerably mainly due to the success of campaigns such as the ‘Free Our Data’ campaign organised by the Guardian Newspaper and the ‘Open Data’ initiative. The roots of these campaigns lie in the success of the open source movement where freedom, collaboration and the belief that openness facilitates innovation and enterprise. Evidence already suggests that through adopting this model and applying it to data management and data managed by the council that there are significant efficiency gains to be made. More importantly however, the way the council engages with third parties, businesses and the public will be transformed and will result in unexpected reuse where data is used to develop new applications, new businesses and new channels through which to involve the public in the democratic process. The aim of this strategy, therefore, is to adopt these principles and to move the council towards an open data model of operation.

19 Ealing has an estate of servers and PC’s which must be refreshed during the course of the strategy period. This strategy offers an approach that gains the best value-for-money for the capital investment required to renew the infrastructure. It does this by making fewer servers work harder (virtualisation), by moving spare capacity on the desktop to central servers (thin client), and by leveraging the cost efficiencies offered by specialist suppliers of shared service (cloud computing). The gain for the Council is that the following benefits are achieved for the same cost as a like-for-like replacement of the infrastructure components For customers More online services available through more routes (iPhone, PDA etc) Fast access to council documents stored in ERDMS Data available to enable new information reports to be created For staff Upgrade to XP, and Office 2010 by Outlook Mail Faster start-up and applications response, particularly from small sites and home Support for home and mobile working Improved reliability Modern, integrated, applications for office productivity For services Capability to deploy eForms and workflow for process and service delivery improvement Records & Document Management - easier to find and share documents For the Council Sustainable low cost for ICT, reduced power consumption For the Environment Significant reduction in carbon footprint Summary

Timeline 20