ICT Strategy
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Document revision history
Date Version Revision Comment Author / Editor
0 1 Initial draft Gregory Peacock
04/07/2014 0 2 General revision Alan Hough
10/7/2014 0 3 Minor additions Gregory Peacock
Document approval
Date Version Revision Role of approver Approver
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Contents
1. Purpose of Plan ... 3 2. Scope ... 3 3. Corporate Objectives ... 3 4. IT Strategy Summary ... 55. IT Strategy Detailed description... 6
5.1. IT Service whole system improvement ... 6
ITILv3 service alignment ... 6
ISO 27001 service alignment ... 6
IG Toolkit ... 6
Automation of systems and services ... 6
Self-Service ... 6
Supporting the Green Agenda ... 6
Service Desk review ... 6
5.2. Collaboration ... 7
Instant Messaging ... 7
Desktop sharing ... 7
File collaboration ... 7
Explore the use of cloud services ... 7
Telecoms ... 7
5.3. Flexible working ... 7
Smart worker laptop ... 7
Remote access system improvement ... 7
Wireless ... 8
BYOD (Bring your own device) ... 8
5.4. Infrastructure ... 8
Robust Testing ... 8
Data centre consolidation ... 8
Data Centre – disaster recovery (DR) ... 8
5.5. Product Development ... 8
SharePoint platform ... 8
Mail Services ... 8
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1.
Purpose of Plan
The purpose of this plan is to help our NELCSU achieve its IT Strategy. It is meant as a guide to
decision making in IT. Incoming tasks to IT will be prioritized and executed (as much as possible) using this plan as a guide. While exceptions may occur, they should be exceptions, not the everyday rule.
2.
Scope
This plan covers the CSU and all core customers it excludes GP IT services and additional bespoke offering where a different direction of travel may be agreed with the customer
3.
Corporate Objectives
Corporate objectives Governance forum
1. Support our customers to deliver better outcomes for patients and provide value to taxpayers by the supply of a range of high quality business support services
Operational Executive
1.1 Delivery of all service lines to agreed standards / KPIs, on time and the right quality
Delivery Executive
1.2 Understand and respond to the needs of customers and drive high satisfaction with services
Delivery Executive
1.3 Successful development and rollout of NELIE to provide data and analysis to customers to support them to make informed clinical commissioning decisions
Operational Executive
1.4 Deliver transformational change programmes in line with agreed scope, deliverables and timelines.
Operational Executive
2. Support CCGs in achieving their operating plan and QIPP objectives for 2013-2014 and beyond
Operational Executive
2.1 Deliver the 2013 / 2014 contracting round, providing high quality analysis, planning and negotiation across all customers and providers
Contract Planning Group
2.2 Support delivery and implementation of QIPP plans in 2013 – 2014 through effective analysis, planning, and programme implementation support
Customer Services Team Meeting
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2.3 Provide robust data and analysis to support CCGs to monitor their delivery of plans
Operational Executive
2.4 Support CCGs to build long term sustainable commissioning plans for 2014 – 2015 and beyond
Customer Services Team Meeting
3. Manage and develop the business, building capability and capacity throughout the organisation
Operational Executive
3.1 Support the development and implementation of the 2013/2014 Organisational Development (OD) plan; which is made up of 7 work streams that in turn will support the delivery of all four corporate objectives
OD Programme Board
3.2 Deliver on the employee offer to ensure staff (as the single biggest asset of the organization) are engaged, rewarded and developed
Human Resources Group
3.3 Continue to build robust governance structures to run the business, including the implementation of risk management systems to effectively mitigate risks to the organisation
Integrated Governance Group
3.4 Manage our business to deliver within budget, ensuring sufficient contingency and building robust, deliverable Cost Improvement Plans (CIPs)
Finance and Audit Group
4. Build efficiency and develop the sophistication of our financial modeling and long term planning
Operational Executive
4.1 Refresh our business strategy to support the long term growth of our customer and service portfolio, including the introduction of new services lines / bundles, and associated new pricing
Business Development Group
4.2 Develop a three year financial model, including further sensitivity analysis to identify how we can develop and diversify to build a sustainable business
Finance and Audit Group
4.3 Champion the development of the matrix management approach, ensuring effective ways of working are established throughout the organisation
Business Development Group
4.4 Improve the efficiency of our business through the implementation of a three year LEAN working programme
Business Development Group
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4.
IT Strategy Summary
IT Service whole system improvement o ITILv3 service alignment o ISO 27001 service alignment o IG Toolkit
o Self-Service
o Automation of systems and services o Supporting the green agenda
o Service Desk review Collaboration
o Instant Messaging o Desktop sharing o File collaboration
o Explore the use of cloud services Flexible working
o Smart worker laptop
o Remote access system improvement o Wireless
o BYOD Infrastructure
o Robust Testing
o Data centre consolidation o Data Centre – disaster recovery Product development
o SharePoint Platform o Mail services
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5.
IT Strategy Detailed description
5.1.
IT Service whole system improvement
ITILv3 service alignment
To develop a mature, documented and consistently followed incident management, problem
management, change management and configuration management process as per the ITIL framework. This will not only ensure we are offering a robust quality service to our customers but also allow us to shift the reliance from individuals to processes. This will also make the process of bringing new customers online and simpler less service disruptive and more a BAU process.
ISO 27001 service alignment
In order to show both our current and future customers that we operate to the highest security standards making sure our services align to these requirements in the first instance is key.
IG Toolkit
As an IT service we need to constantly support the organisation to improve its toolkit score.
Automation of systems and services
In order to improve the efficiency of routine process and services we will look to develop systems that reduce staff involvement where possible
Self-Service
As we grow as an organisation we will need to ensure the customer experience is as good as it can be. A move to self-service not only speeds up time to resolution but also gives back control to the service users. The organisation benefits by not needing to increase staffing levels proportionately to user level. Where ever possible we should look to implement self-service to meet the growing demand on IT resources and CIPs
Supporting the Green Agenda
The Green Agenda is an environmental strategy combining our internal goals with a leadership position, to impress on our stakeholders the central role sustainability must play. There are two main ways in which this would be achieved:
Operational – Any IT decisions that we make need to take into account the environmental impact. Exerting Influence - we're exerting our green influence through positive engagement with customers.
Service Desk review
To develop and consolidate existing Service Desks to ensure consistent services to customers, effective use of resources, reduce the number of systems in use and to support the delivery of ITIL compliant processes.
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5.2.
Collaboration
In order to become a more efficient and effective organisation, maximizing both internal and external communication links are key. We are becoming a more geographically diverse organisation so face to face meetings in the same physical location is an ever mounting challenge.
Instant Messaging
The ability to choose the most appropriate method of communication in order to get the best possible outcome or decision starts with Presence. Presence is the ability to know whether a person is available and is a key part to instant messaging. Depending on availability you could choose to send a quick message, choose to go to a different person in the team, call or send an email.
Desktop sharing
Having the ability to share desktops allows staff to discuss the same information without need to either be in the same room or print of copies for a meeting. It can be used on a one to one collaboration pieces of work or for presentations as part of meetings. A solution also needs to be simple and intuitive to use in order to minimise the amount on training required.
File collaboration
Files storage needs to evolve to support collaboration with regards to document creation and document sharing. Although there are a number of products on the market they all have varying costs and
functionality. A details and ongoing appraisal of products is needed to ensure the right product is chosen for customers to meet their functional requirements including governance of the data involved.
Explore the use of cloud services
Technology and deliver paths are constantly evolving. Office 365 and Azure are examples were hosted service may offer value for money and efficiencies in business operations. It is important that we review the use of these products on a regular basis.
Telecoms
We currently have a number of different telecoms systems across the estate. We will need to review and consolidate where appropriate to a single unified communications platform.
5.3.
Flexible working
Smart worker laptop
Smart working is our unified terminology for what is a combination of mobile and flexible working. Many of us may already 'mobile work', or have the ability to do so, but this in itself doesn't make for a smart working organisation.
Smart working brings together mobile working (the use of technology to enable remote access), and flexible working (the understanding and application of team and individual time and space
management). Out IT solutions need to support this work stream in order to deliver the desired benefits.
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The current system we have does not offer the best user experience with regards to home machines. A solution or combination of solutions needs to be simple to use from a staff perspective. This will
increase efficiency
Wireless
Wireless is an integral part of mobile working. We need to ensure we have a wirless presence in all CSU locations.
BYOD (Bring your own device)
Staff and customers are increasingly demanding to access ICT services using their own devices. This is apparent through the use of tablets and smartphones. BYOD can also pose a risk to businesses through having corporate and patient information held on devices not under their control. We will develop BYOD strategy and policy to enable BYOD to work practically and securely.
5.4.
Infrastructure
Robust Testing
The ICT infrastructure supports thousands of customers and is thus critical to business as usual. We will develop ITIL compliant processes to ensure that changes to the infrastructure are implemented in a controlled manner.
Data centre consolidation
Data Centres have high capital and running costs. We will consolidate to two data centres each capable of providing key services if there is disruption to the other.
Data Centre – disaster recovery (DR)
As part of data centre consolidation we will build resilience into the infrastructure. We will test this resilience on a regular basis. We will fully document our DR plan.
5.5.
Product Development
SharePoint platform
We will review the use of SharePoint as a collaboration tool.
Mail Services
We will review NEL email services as part of the developing NHSMail2 programme, including the delivery of secure emails end-to-end. We will review the potential changes to the use of SMS messaging in NHSMail for customers who are reliant on this service.
GP Clinical Systems
We will support customers as required through changes to GP Systems of Choice (GPSoC) and Local Service Provider systems which will impact in 2014 and beyond.
