Richard Steel, MBA CIO, London Borough of Newham & SocITM President A CIO’s Perspective on Architecture - Newham’s 10 Strategic Principles

Issues around “One Council” Data Quality Shared Services – Internal/ external Information Governance IT literacy Flexible working & accommodation strategy Background

1. Infrastructure The ICT infrastructure is optimised for Newham Council as a whole, not for individual Council businesses. The objective is to achieve the greatest possible economies of scale and efficiency through a standardised infrastructure and shared systems. It is recognised that, in a few cases, this may not represent the most effective approach for an individual business, but it should always facilitate consistent, efficient and joined-up service for all Council Service Users.

2. Data Control The Council’s strategy is designed to ensure that all data is controlled effectively. Controlled data will reside only in recognised corporate or line-of- business systems, which are fully documented, secured and supported in accordance with ICT best practice. Other data, including extracts in personal databases and spreadsheets will be considered uncontrolled. Uncontrolled data may not be used for service reporting or system updates.

3. Software Environment The Council has adopted a “Why not Microsoft?” policy. This means that Microsoft is the preferred supplier of desktop and software infrastructure products. Where Microsoft has a product, other vendors will only be considered if it can be shown that their alternative(s) offer more effective solutions for the organisation as a whole. The aim is to maximise systems compatibility and ease-of-use.

4. Resources The Council intends to maximise its use of enterprise systems. Enterprise systems are those, such as Human Resources, Finance and Procurement, which can be utilised in all businesses throughout the corporation.

5. Services The Council’s strategy is based upon the development of master datasets that are shared by business systems across the corporation, and compatible with national Government plans to develop “Government Accounts”. The structure of Master Datasets, and the ways in which systems access them cannot be changed without the approval of the CIO.

6. Security & Integrity The Council’s commitment to maintaining the confidentiality, security and integrity of information about the people it services is paramount. It will comply with all regulatory and de-facto information management requirements.

100% security is impossible. Information should only be shared through systems specifically designed for the purpose. The best security is provided by a defence in depth strategy (several layers of security to counter the threats and vulnerabilities). Information Security Principles

7. Knowledge Management The Council aspires to optimise service provision and efficiency by using Knowledge Management techniques to exploit the information at its disposal, subject to regulatory compliance and the Council’s Fair Processing Charter. The Council’s strategy is to develop a corporate Electronic Document Records Management (EDRM) system to promote effective management and use of information throughout its life-cycle. (See Information Governance – Records Management.)

8. Environmental Stewardship The Council is committed to supporting environmental stewardship through its use of ICT by:  Maximising the use of ICT equipment energy management facilities  Exploiting ICT systems for building energy management  Using ICT equipment and systems flexibly to minimise equipment requirements  Minimising printing and paper consumption through a “paperless office”

9. New Ways of Working The Council recognises that the impact of technology is changing the employment paradigm, and it’s changing fast. It espouses an approach to the exploitation of ICT that supports flexible working practices - both for business efficiency and to encourage a harmonious work-life balance - consistent with the evolution of ICT from an organisational to a community asset. The growing integration of personal, social and business computing is a key factor, and the strategy will therefore seek to accommodate developments, provided that usage accords with the Council’s moral and legal requirements, and productivity is not compromised.

10. Personal Development The Council recognises that any modern organisation depends upon the effective deployment of ICT for the conduct of its business. “Computer literacy” is no longer an optional extra! The Council expects its commitment to the provision of effective ICT training and support to be matched by the commitment of all personnel to ensure they are fully equipped to exploit the ICT infrastructure and systems provided, in accordance with the Council’s policy and procedures.

Thank you

Assessing ICT Usage to Optimise Delivery Richard Steel, MBA CIO LB Newham

Issues… ICT – Business Driven, or Business Driver? ICT Service Utilisation Performance Indicators Business Process Review

Some Resulting Themes Single log-on. Role-based log-on. Authenticated log-on. Automation of administrative tasks and workflow. The agreement and implementation of corporate flexible and mobile working policies. Use what we’ve got / Embed effective systems usage – Priority Standardisation / rationalisation

Performance Reporting Metrics don’t just focus on how effective the ICT Service is.. …but also on how effectively the ICT Service is used.

Performance Reporting

ICT Corporate Health – e.g. FOI and Data Protection requests not responded to within proscribed time limits (20/40 days). Passwords not kept secure or shared. The number of systems that share each corporate database. The number of systems that contain unsynchronised data that duplicates data in core datasets. Data Quality per database (% accuracy). Number of password resets (per service).

Use what we’ve got… e.g. 80% of censored data in censored out-of-date Officers in censored “don’t have time” to update censored, but some reporting depends on it! Duplication of activities – censored/ censored Management information on censored sketchy Poor data quality impedes joining-up

Standardisation Usage of different versions of same software –or different equipment for same function drives complexity and inefficient use of resources Greater role for corporate contracts

Summary ICT must be business driven, but is also a business driver! The ICT Service has a responsibility to provide an effective ICT infrastructure, but services have responsibility to exploit it effectively! Shared Services start in-house –Data Quality, Integrity & Security are paramount

Thanks for listening