Richard Steel, MBACIO, 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 WorkingThe 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 Usageto Optimise Delivery

Richard Steel, MBA

CIOLB Newham

Issues…

• ICT – Business Driven, or Business Driver?

• ICT Service Utilisation Performance Indicators

• Business Process Review

Integration Hub

For Systems & Data usingBizTalk & Web Services

Enterprise Systems

FMS / MP3 (Masterpiece)Anite IMS (Debtors)

HRP (Trent)Corporate Debt

Information Governance/FoITechnology Components

Corporate Services

e-Payments (PARIS)Intranet

SharePoint/Content Management

DIP / EDRMSEnterprise WorkflowSMS Text Gateway

IVRAuthentication

e-mail & Calendare-forms

Mobility & Flexible WorkingPerformance Indicators

Web GIS

Newham Information Systems Architecture

Geoff Connell & Shane B Mills

Data Exploitation Tools

Data Warehouse

N. I. M.S

LASC P.I.M.S

GEAC - Performance M.S

31 January 2007

People

Property(NLPG)

MultiVueEntity

Synchronisation

Master Data Sets

Business(SBA)

Staff

External LinksGovernment Gateway

NLPG HubHealth ServiceLSP Partners

Registrar GeneralDWPDVLA

Private Sector PartnersLPSN / LGfL

Mediated

Ro

yal M

ail

Face to F

ace(LS

C’s)

e-m

ail

Self-Service

Internet

Kiosks

Digital T

V

Wireless

Customer Access Channels (Citizen & Business)

Presentation LayerInternet Layer

Customer Relationship Management (Customer Tracking)Business Logic & Corporate Technology Components

Telephone(autom

ated)

Teleph

one

(Contact C

entre)

Line of Business (Service) Core Systems (via adapters)

iSY

S (iW

orld

)

Pe

ricles

Choice

-Based Lettings

ELR

EG

/Strand

RS

S/R

egistrar

Ca

reF

irst

Esta

tem

an

Cin

erg

ic

Sym

ology InSite

UN

Iform

Imp

ulse

NN

DR

Ma

yRise

EM

S

Do

More

Fla

re

TAS

KR

epairs& S

tores

Revs &

Bens

Housing ap

plications

Electoral R

egister

Births, D

eaths&

Marriag

es

Integrated Children’s

System

/ Social C

are

Property &

A

sset Mgm

t

Parking M

gmt

Highw

ays

Regen, E

nforcemen

t&

Public P

rotection

Pupil S

ervices

Business R

ates

Public R

ealm

Educatio

nal A

dmin

& M

anag

eme

nt

Sports &

Leisure

Crim

e & A

SB

Housing M

gmt

SIM

SS

chools Adm

in &M

anagem

ent

STRATEGIC ICT PRINCIPLESNewham Executive Board – for agreement

14/02/2008 ICT Strategy 1

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).

Electoral RegistrationNewham System Data Quality Estimations (Score 1-5) Confidence

%

• No Local DQ Procedures• No Audit Trail• 5000 non LLPG addresses• Shortage of Monitoring Reports• No check of number of electors vs property size.•Number of existing duplicate people/households.

Management & Policy

Summary:Electoral Registration data is essentially two different datasets, that of Properties & Electors (refreshed from scratch on a yearly basis at annual canvas). There are potential risks from poor data quality (duplicate & missing entries or illegally compelted data) which could lead to potential electoral fraud. These can only be fully managed once the level of confidence in the property data-set is high and correct auditing and monitoring processes are in place.

Data Management & StructureImportance of DQ is fully recognised and management structure is appropriate for the size of the service.

5

3

3 • Write local DQ Procedures• Install Audit Software• Complete LLPG integration (now manual process).• Review Monitoring Reports• Correct duplicate elector details.

24

Moderate(34-66)

Total(100)

High(67-100)

Low(0-33)

69

Actions

I ssues

3

Policy & ProceduresData entry must adhere to “Representation of the Peoples Act”. There is a lack of customised DQ written local standards.

People & SkillsTraining & Induction is informal. DQ is not currently part of the appraisal process.

Systems & ProcessesEntered data is verified by the householder. System auditing is not yet activated. No double checking or sampling in place.

MonitoringPost Canvas forms and stingent checks for mid-term changes. Small number of discrepancy reports.

3

System Data Quality

Address ComplianceOngoing. Still 5000 property records to be validated.

3

Customer Data AccuracyCanvas Forms are entered as ‘face-value’. Entered data is verified by the householder.

Duplicates & CurrencyIt is possible to enter citizen data twice, and duplicates are present, but this should be alleviated by the property cleansing.

Supplementary Data Accuracy

Case/Transactional Information

4

CompletenessPrpoerties – may only be validated once link to LLPG is complete. Electors – no easy way to identify missing data.

n/a

3

4

n/a

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

richard.steel@newham.gov.uk