NOT PROTECTIVELY MARKED

Transcription

1 Meeting Finance & Investment Committee Date and Time 20 th August 2015 Location SPA Pacific Quay, Glasgow Title of Paper ICT Capital Programme Item Number 15 Presented By Director of ICT / Head of ICT Commercial Strategy & Procurement Recommendation to For Consultation Members Appendix Attached: NO PURPOSE The purpose of this paper is to provide the Finance and Investment Committee with detail relating to progress of the ICT Infrastructure Investment Plan for the current financial year (2015/16) and current status of the key ICT projects contained within the Corporate Strategy. This paper is submitted as a standing agenda item. BACKGROUND 1.1 A Paper was presented at the F&I Committee on November 24 th 2014 detailing the progress made against the Technology area of the Corporate Strategy and highlighting the procurement routes and timelines identified for the delivery of the next phase of the budgeted capital expenditure, which underpins it. 1.2 This paper provides an update to the information first presented in November and highlights progress made since the last update in May FURTHER DETAIL ON REPORT TOPIC 2.1 The first section of the report summarises the current status of the key ICT projects contained within the Corporate Strategy. The projects are grouped into four key areas, which are National Network & Rationalisation of Datacentres, Page 1 of 14

2 National Desktop, National Applications and ICT Structures. 2.2 The status summary in sections 2.3 to 2.6 of this report includes the project title, its specific reference within the Corporate Strategy, key dates, current progress against completion, a summary of key corporate and enduser benefits and the reference number of identified risks being reduced by the project. In addition, a column for the impact of project failure is submitted within section 2.3 in response to an action from the Committee Action Log: Noted under action FICCS Page 2 of 14

3 2.3 Status Summary National Network & Rationalisation of Datacentres Start Date End Date Key Dates Corporate Benefits End User Benefits Relation to Risk Impact of Failure National Network & Rationalisation of Datacentres T1.1 Implement a national network 01/01/ /06/ /01/ /06// % 50% Back bone upgrade(spn) Complete Firewall project Ongoing MPLS phase 1 IL2 Complete MPLS Phase 2 IL3 TBC PNN3 October 2015 NAT NET MAR Increased Resilience 2. Increased Bandwidth 3. Reduced Costs 4. Rationalisation of services 5. Reduction in footprint 6. Flexibility in working arrangements 7. Improved Security 1. Removal of SPOF and risk 2. Flexibility in working arrangements 3. Reduced Travel 1. Reduced outages 2. Quicker access to systems across the network 3.Alongside the National desktop project Flexibility in working arrangements. 1. Reduced interruptions to system activity 2. Flexibility in working arrangements 3. Reduced Travel ICT242 ICT441 ICT440 ICT448 Without the delivery of this project, Police Scotland will be unable to implement a truly national ICT solution. This would have a negative impact on efficiencies, performance, security, capacity, currency and flexibility of IT Provision within Police Scotland. Without it, Police Scotland will continue to incur the elevated costs associated with maintaining an ageing and unnecessarily complex network. As both hardware and software fall beyond supplier support (including security patches), the frequency and severity of downtime are likely to increase, with associated impact on productivity. Options to upgrade these systems will also be limited due to outdated infrastructure, meaning no benefit from the full range of solutions available within the marketplace. The longer the existing infrastructure remains in place, the greater the impact from these risks. The PSN network code of connection will require all network infrastructure on the PSN to be under support by the manufacturer, meaning further costs to maintain this position coupled with the increased reputational risk that Police Scotland will eventually be denied access to UK policing networks. Page 3 of 14

4 Start Date End Date Key Dates Corporate Benefits End User Benefits Relation to Risk Impact of Failure T1.4 Rationalise our datacentre estate 01/01/ /08/ % Pitt Street Closure August 2015 Osprey House Migration Feb 2015 Osprey House Decomm & Close Complete National Systems ing Complete Elphinstone House Closure Complete 1. Removal of Single points of failure 2. Removal of aging kit 1. Reduced interruptions to system activity Page 4 of 14

5 2.4 Status Summary National Desktop Start Date Key Dates Corporate Benefits End User Benefits Relation to Risk Impact of Failure National Desktop T1.2 Implement a single national desktop 01/04/ /09/ /04/ /12/ % 44% Single National desktop Implemented throughout Scotland with parallel installations September ly reviewing timeline. Forth Valley (POC) complete 1. Single unified systems and communications 2. Flexibility through Structure 3. Financial Savings through travel 4. Reduction in Risk exposure and improved security 1. All desktops across Scotland are running up to date software mitigating against risk and providing consistency 1. Single experience 2. Ability to log on to any PC in any location and see no difference 3. Streamlined comms 4. reduced travel 1. Consistent Desktop experience 2. Improved log on speeds 3. Latest version of software available ICT433 ICT440 ICT448 ICT441 ICT440 ICT439 Failure to migrate from XP to an upgraded operating system will lead to the infrastructure being unable to support new releases of software from current and future suppliers. Increased operating costs of securing custom support for Windows XP are 130 per desktop with a cap of 1.3million in year one, 240 per desktop with a limit of 3.38million in year two and 9.6million in year three. Applications will increasingly cease support for XP, increasing the risk of vulnerabilities resulting in down time on infected desktops/laptops, affecting productivity. Additional overheads and costs would be incurred because no patches or hot fixes will be available. Options to upgrade software will be limited due to outdated operating system, resulting in no benefit from the full range of solutions available within the marketplace (e.g. support for the primary web browser of both Police Scotland and SPA (Internet Explorer) on XP ended in January The browser cannot be upgraded on XP). The PSN network code of connection will require endpoint operating systems on the PSN to be under support by the manufacturer, meaning further costs associated with securing Custom Support Agreement for XP from Microsoft. Page 5 of 14

6 Start Date Key Dates Corporate Benefits End User Benefits Relation to Risk Impact of Failure T1.3 Active Directory, & Lync 05/06/ /09/ % Single Exchange Jan/Feb 2016 Lync Jan/Feb 2016 Single Active Directory Sept Standardisation of Exchange 2. Removes complexity through Active Directory & 3. Improved functionality (all) 4. Improved back up on (Exchange) 5. Instant Messaging facility (Lync) 6. Desk to Desk VC facility (Lync) 7. Facilitate single sign on (AD) 8 Enabler for reduction in landscape (AD) 1. National Ability to share and collaborate through improved comms from a new facility 2. Single Sign on to any PC across Scotland 3. One log on for authentication to SPNET Page 6 of 14

7 2.5 Status Summary National Applications Start Date Key Dates Corporate Benefits End User Benefits Relation to Risk Impact of failure National Applicatio ns T2.1 Develop a national software catalogue 01/05/ /06/ /05/ /12/ % 60% Software catalogue Dec 2014 identification of applications that can be removed/consoli dated via user group activity Ongoing 1. Reduce variation and increased standardisation in business process 2. Financial savings through consolidation of application and reduction of maintenance requirements 3. Reduction in ongoing training 1. Detail of all application across former force areas 2. Data available to inform business stakeholder of ability to rationalise 3. Will drive financial savings through rationalisation Production of overall application landscape 1. Improved functionality 2. Improved customer Service 3. Reduction in applications ICT439 ICT447 National Software Catalogue ICT are now in the process of attempting to reduce the number of live applications. Other business areas have, or will be, standardised including the centralisation of applications. The impact of project failure is largely dependent on whether or not decommissioning of applications is within scope of this project and as a result, part of the Corporate Strategy. There is significant work to be undertaken in relation to decommissioning of legacy systems to be replaced by these projects and decommissioning is out of scope of the projects. If the projected benefits and savings are to be realised Police Scotland will have to focus on the decommissioning of the legacy systems, whilst adhering to data retention policies. National Intelligence System There are significant efficiency savings that can be realised with the introduction of a new, improved National Intelligence System, which can be articulated by the NISP team. The technical options appraisal recommended that the new intelligence system should integrate / interface with i6 and therefore there would be missed or delayed opportunities in terms of the reuse of data in the event of project failure. Additionally, the anticipated efficiency savings would not be realised. idap The i6 project is dependent on the delivery of idap. idap is the facility which will allow the legacy data sets to be interrogated. The project involves the migration of data from legacy data sets to the ODS (Operational Data Store). If this project was stopped then there would be no facility to interrogate the legacy data which comes Page 7 of 14

8 Start Date Key Dates Corporate Benefits End User Benefits Relation to Risk Impact of failure T2.2 Commence implement ation of i6 T2.3 Capture requireme nts for delivery of priority application s 01/01/ /09/ /05/ /06/ % 41% C3 Delivered June 2016 I6 Infrastructure available for End March 2015 (rebased from Jan 15 no impact) Completed I6 Archive search solution End Sept 2015 Intelligence system ICT completed Options assessment this will then be passed back to team to review next steps. 1. Production of the infrastructure required to implement I6 2. I6 delivers 1. Production of detailed business cases 2. Rationalisation of key Applications (C3, ERP. SID, I6) 3. Benefits as outlined in C3/I6 4. Single Payroll, finance system to tie in with HR 1. Benefits as indicated by I6 1. Benefits as outlined in C3/I6 2. Streamlined process available when i6 is implemented. Therefore, a vast amount of useful and meaningful intelligence will be unavailable to operational police officers. Furthermore, the idap project will allow activity around the decommissioning of legacy systems to be facilitated. Again, if this was to stop then ICT would be unable to retire a number of legacy applications and the associated data stores and therefore be unable to rationalise the application landscape. C3 The C3 project seeks to replace the core/critical systems technologies supporting C3 business with new, modernised systems. A number of challenges are anticipated if these are not replaced. systems are reaching end of life and support, potentially placing the Force at risk should we experience any hardware or software faults. We are noting a desire from the public to communicate with the Police through other electronic means such as , video, webchat and SMS. The current applications do not allow sufficient mechanisms to route such contact effectively. Further feedback from vulnerable & protected groups and sensory impaired users has shown that the current systems fail to provide sufficient communication support for these members of the public who rely on modern technologies to communicate with emergency services. Whilst reformation within C3 has gone some way to achieving the anticipated financial rewards, the revised operating model assumed application technology that would enable a more flexible working practice; this may not be possible without C3i system replacements. For example, virtualisation of the ACR environment assumes the flexible nature of IPbased ICCS control enabling controllers to access radio communications with any officer across the country. Page 8 of 14

9 2.6 Status Summary ICT Structures Start Date Key Dates Corporate Benefits End User Benefits Relation to Risk Impact on Failure ICT Structures T3.1 Development of policy & procedures 01/07/ /05/ /07/ /01/ % 10% Identify April 2015 Documents written July 2015 Implemented Jan 2016 ly Reviewing Timeline 1. Bring control and stability to the ICT function 2. Build credibility with stakeholders 3. Drive forward successes through trust and innovation 4. Become an integral part of Police Scotland 5. Deliver Realisation of Savings 1. Standardisation of process across ICT leading to improved service, including addition of processes not currently in place that will lead to mitigation/reduction of issues 1. Defined Structure with clear roles and responsibil ities 2. Defined engageme nt model 3. Improved Service Delivery ICT447 Without the delivery of this project, Police Scotland will be unable to implement a truly national ICT team. As it stands ICT although seen as a national team are set up to support 8 forces, plus SPA/Forensics and SCD. Effectively a number of micro departments. This model no longer reflects the organisational model. ICT s structure, processes and systems do not reflect industry s current best practice in service centre design in support of a single Force. There are many differing standards and lack of cohesion. Non delivery will continue to put barriers up within the ICT department, between ICT and other departments and impact the delivery of new technology solutions. Efficiencies and effectiveness will be lost, and we will not meet financial savings. We will continue to have a large workforce with gaps in knowledge and skills needed to support the planned portfolio of projects. The engagement model would continue to be aligned locationally rather than functionally and therefore result in poor control of the number of policies and procedures across the breadth of ICT. T3.2 Development of an engagement model 17/07/ /08/ % PM Centre August 2014 (continuous roll out thereafter) IT connect Incident/SR and Change April 2014 Phase 1 of restructure Sep Stability and control within the ICT function 1. increased engagemen t 2. Improved Service Delivery 3. uniformed way of Page 9 of 14

10 Start Date Key Dates Corporate Benefits End User Benefits Relation to Risk Impact on Failure working T3.3 Develop an ICT futures plan 01/10/ /10/ % Delivery of ICT Strategy 1. towards shared services 2. Early indication of changes to IT 3. Collaboration across public sector T4.1 Implement a new structure for the ICT function T4.2 Identify training & development requirements 17/07/ /05/ /10/ /07/ % 63% Phase 1 Implemented Sep 2015 Ongoing Phase 2 Definition of phase 2 started. Implementation Feb Training & Qualifications/Skills Site Capture development complete. Release and Population of site Complete Validation, analysis and matrix results report completed by end of September. 1. Efficient and effective ICT function 2. Removing duplication of roles 3. Realising cost savings 1. quick realisation of Gaps in support to allow remediation to take place to enable ICT to support the business as required 1. increased engagemen t 2. Improved Service Delivery Page 10 of 14

11 Start Date Key Dates Corporate Benefits End User Benefits Relation to Risk Impact on Failure T4.3 Devise a training, recruitment & sourcing programme 01/07/ /03/ % 1. Skilled ICT staff able to provide appropriate support 2. Increased motivation in staff more engaged workforce 1. Quicker resolution to issues 2. Better skilled staff to support projects Page 11 of 14

12 2.7 The table below shows the budgeted expenditure and value of the procurements undertaken to date. Sum of Budget Inc VAT,000 Sum of Procurements Committed (Inc VAT),000 Planned Spend (Inc VAT),000 Grand Total 9,720 2,910 6, The table below summarises the Sum of Procurements Committed to date in Financial Year 2015/16 against the relevant Strategic for which these commitments have been made. Strategy T1.1 Implement a national network T1.2 Implement a single national desktop T1.3 Active Directory, & Lync Sum of Orders Placed (Inc VAT), , Grand Total 2, The procurements are being grouped appropriately to standardise products and services and, where possible, maximise utilisation of Scottish Government and Crown Commercial Service Collaborative framework agreements. This approach, as approved within the Procurement Strategy, delivers best value through incorporating the economies of scale from the wider Public sector expenditure and by providing a faster, lower risk route to market. Page 12 of 14

13 2.10 Through use of these collaborative routes to market, the procurement programme for the ICT Infrastructure Investment Plan (ICT Blue Print) is being delivered efficiently by the ICT Commercial team and is further advanced than the equivalent period last year with a current 30% of the budget having been committed with orders placed. Items ordered to date include PCs, Desktop Installation service and consultancy for the single national desktop project, Symantec AntiVirus software for the Active Directory, & Lync project and Cisco networking equipment for the national network project The Procurement Strategy and implementation of the Standing Orders Relating to Contracts has underpinned the progress made on the procurement activities to deliver the ICT Capital Programme to date and has resulted in the procurement activities for the Capital expenditure for 2015/16 making the progress as detailed above. FINANCIAL IMPLICATIONS 3.1 There are no financial implications as a consequence of this report as funding is available and has been approved previously. PERSONNEL IMPLICATIONS 4.1 There are no personnel implications as a consequence of this report. LEGAL IMPLICATIONS 5.1 There are no legal implications as a consequence of this report. REPUTATIONAL IMPLICATIONS 6.1 There are no reputational implications as a consequence of this report. SOCIAL IMPLICATIONS Page 13 of 14

14 7.1 There are no social implications as a consequence of this report. EQUALITIES IMPLICATIONS 8.1 There are no equalities implications as a consequence of this report. RECOMMENDATIONS Members are requested to: 1. Note the detail held within this paper. Page 14 of 14