Implementing Electronic Government in
Bath & North East Somerset

3.3 Enablers

3.3.1 Infrastructure systems

Local Land & Property Gazetteer /National Land & Property Gazetteer

The National Land and Property Gazetteer is being created to provide standard property referencing across the county and will facilitate the free interchange of land and property data between different organisations. It will also enable us to function more efficiently internally, and is one of the key elements in providing a seamless joined-up service to our citizens.

We currently assess ourselves as level 2 in progress. We have a defined business case and project plan for LLPG and work is actively ongoing on this project. Our planned date for linking and continual update of NLPG is December 2002.

National Land Information Service

Work is also underway on the National Land Information Service (NLIS). This promotes the electronic delivery of land and property related information, initially for search purposes to support the conveyancing process.

We are registered for NLIS but are not yet connected. Our commitment is to implement a level 3 automated interface with the NLIS hub in the first quarter of the financial year 2003/4. This is dependent on upgrades to key software.

Electronic Document Management and Workflow

We have adopted a corporate Electronic Document Management and workflow system that has been installed initially within the Revenues and Benefits service, and will be fully operational during this Financial Year (2002/3). By introducing paperless systems, it is hoped that efficiencies will be realised across the Council. Our intention is to spread this technology and the associated business process re-engineering across the organisation concentrating on the key areas with high e-government and relative high potential benefits first.

Geographical Information Systems

GIS is a computerised system capable of assembling, storing, manipulating, and displaying geographically referenced information, i.e. data identified according to their locations.

This technology can be used for resource management and development planning, and can help us to improve the way in which we manage services delivered in a given geographical area. For example, a GIS might allow our emergency planners to easily calculate emergency response times in the event of a natural disaster, or allow members of the public to record failed street lights on an on line map display.

We currently have several GIS software systems used within the Council. We are developing a corporate approach to GIS that will enable us to join up these systems in a cost-effective way, with a view to implementation during the 2003/4 financial year. We are an early user of Ordnance Survey GML based "Master Map" and are working within the e-GIF standards relating to GIS.

3.3.2 Mobile Technology

The Council has implemented changes to its network infrastructure and Virtual Private Networking (VPN) to ensure that remote access for users is secure and reliable. This is in the course of being extended to all service areas of the Council who indicated a particular interest in this mode of operation following successful pilots in two service areas.

A joint feasibility investigation is being undertaken to explore the issues and potential savings available from this initiative. The results of study will be incorporated in the Council's Accommodation, IT and HR strategies.

3.3.3 Customer Relationship Management/Contact Management

With the customer-centric thinking that Bath & North East Somerset has adopted, we see the way in which we manage our customers’ requirements as being a high priority and we are examining our overall CRM requirements accordingly. However, to be fully effective CRM needs to be backed by the appropriate level of business process change and work in this area has only recently commenced. A full solution is therefore unlikely to be delivered before 2004-2005. It has been decided to adopt Contact Management, a major element of CRM, to track and manage customer service requests and delivery in the interim period. A pilot system will be installed in November 2002 with the intention to convert this into a fully-fledged CRM solution by 2005, drawing on the development work done by Pathfinders.

Discussions with potential partners in our PARIS project (see paragraph 1.5) have also served to highlight the importance of this facility, and it is likely that a successful partnership proposal would include the implementation of a Council-wide CRM system as a key project.

3.4 E-Business

3.4.1 Impact of e-enablement on the future use of office space

To improve the access to Council staff by our citizens via One-stop shops, and to maximise the benefits gained from the introduction of paperless systems (such as EDM mentioned in 3.3.1 above), the Council is currently assessing its office and storage requirements and its services’ accommodation needs.

A long-term office accommodation strategy will be in place by November 2002. Central to this is the need to consolidate and rationalise the Council's office accommodation, which will be assisted by the initiatives in flexible working which have already been piloted and successfully implemented in two service areas. The continuing development the Council's Electronic Document Management capabilities will also assist in achieving these aims. Other projects include the introduction of an on line catalogue of office furniture, which will allow service managers to view and order office furniture directly from the Council's approved suppliers on line.

3.4.2 Intranet

Bath & North East Somerset has an extensive and extremely effective internal Web based information system (Intranet) that is accessible by all office based staff across the Council. Most information about Council services is available to staff via this system, improving our speed and effectiveness in dealing with our citizens’ enquiries.

The system is updated daily by trained staff in services across the authority, and we are planning to further improve the effectiveness of information delivery with the introduction of a Content Management system by March 2003.

We are also working towards the development of an Extranet facility, that would give extended access to Members, and improve the information available to all staff working from home.

3.4.3 Financial

The Council is due to complete the installation a fully operational web-enabled Financial Management System by 1st April 2003. This is obviously a core part of the Council’s e-Business systems and the procurement process has taken into account our requirement to:

	Make future enhancement with minimum cost and disruption;
	Respond flexibly to any changes in the shape / structure of Local Government;
	Provide easy access and use for appropriate managers and their staff;
	Provide existing and future Best Value financial information needs;
	Enable maximum connectivity between the financial and other management information systems;
	Enable the efficient and effective transfer of data between the existing and new systems;
	Facilitate the delivery of Local Authority financial business by means of e-commerce;
	Provide approved and secure means for financial e-commerce business;
	Address existing and any potential European Community issues, such as the need to conduct business in Euros;
	Respond appropriately to changes in legislation including changes to Local Government Regulation, Tax Regulations and Accounting Standards; and
	As a minimum, maintain the existing levels of service whilst providing enhancements and improved efficiency where identified.

3.4.4 E-procurement

The Council has already undertaken successful pilots using purchasing cards and expanded these related areas. Stationery and catering supplies are sourced via this method. We are now planning to use the EDI facilities of the new FMS, due for installation by 1st April 2003, as the next major step in this direction. We also have partnership arrangements with other local authorities for strategic stock purchasing for libraries.

3.4.5 HR and payroll

The Council is currently evaluating the options of either upgrading its existing software to the latest version of the software or seeking an alternative solution. Choosing the first option would mean that a very much-improved system could be available form 1st April 2003. The latter option would mean that an alternative would not be available prior to 2004/2005. Either system would provide a web-enabled package with the appropriate e-GIF enabled interfaces to the Inland Revenue for Tax and National Insurance contributions.

3.4.6 Asset management

A Corporate Asset Management Plan has been produced outlining the Council's strategy for the future. It recognises that changes in working practices and the extension of flexible working both have the potential to reduce the Council's accommodation requirement by 15% by 2003.

Asset datasets have been consolidated into the Estates Computer System (ECS) and vigorous data validation checks have been introduced to ensure consistency across applications. Each property now has a unique reference derived from the Ordnance Survey GIS.

The Asset Management Plan details the developments that are being, and that need to be made, to fully integrate Asset Management information with customer service delivery and key information management systems.

3.4.7 Office systems and teleworking

We realise that the provision of excellent desktop computing facilities to staff is one important aspect of efficient service delivery, and have implemented a high specification PC configuration throughout the Council. This has been achieved cost effectively by the intelligent use of large-scale corporate software licensing agreements. The standard desktop is used by some 1600 staff and Councillors, and incorporates home and remote working facilities where required. This configuration consists of:

	PC hardware
	Software (Windows XP, MS Office Professional, Norton Anti-virus, Outlook)
	Access to networked printers (average 8 users per printer)
	Access to colour printer
	PC and printer maintenance and support
	Network maintenance and support
	Server management and maintenance
	PC Replacement after 4 years
	Access to the Council network and internet

Flexible Working

Homeworking pilots have already being undertaken in Revenues and Benefits, Property Services and Democratic Services. Technological factors (access, suitable equipment etc.) are largely resolved, but the Council needs to develop guidelines for the management and identification of suitable positions. The introduction of flexible working practices is very much a partnership arrangement between the Council and the officer concerned.

Access to office systems and teleworking is however constrained by availability of suitable broadband access in the locale. Those most likely to benefit (i.e. those located furthest away from Council offices) tend to live in areas of sparsest coverage.

We are developing policy on flexible working that encompasses both home-working and hot-desking, as both are inter-related. We envisage that homeworking and hotdesking will be common practice by 2005, and our last staff survey indicated a high level of staff interest in this.

3.5 Organisational development

Successful implementation of e-government will depend on the ability of the organisation to develop and change the way it works in line with the vision for Customer Access and make the greatest possible use of investment in new technology and systems.

Our Customer Access Programme will deliver this by using technology to support integrated customer relations management and associated re-shaping of services. Fundamental to this vision is the creation of organisational processes, structure and culture focussed on customer service. We are moving away from traditional service silos to a structure based on front/back office split. The organisational structure is expected to have smaller specialist units, which are flexible to grouping geographically and around life events or themes. Throughout the change process maintaining service continuity will be a top priority.

We recognise the risk of these changes leading to an increase in the social exclusion of people without the means to use internet-enabled access channels. More than 60% of the local population have access to the internet either at home or at work, and we are committed to ensuring that the other 40% are not further disadvantaged. It is for this reason that we have prioritised development of our phone and one-stop services with the library service at the heart of the Customer Access Programme. In addition we will develop the key worker scheme for those who need special support to access services.

3.5.1 Business Process Change

Our Customer Access Strategy and Programme will enable us to meet the seven critical tests for public service set out in e-gov@local. We have learned from experience elsewhere that back office changes must anticipate and enable the delivery of "one-stop" services, and must also achieve administrative efficiencies to plough back into direct delivery of services. We are committed to ensuring that, through our e-gov change programme, the Council will have:-

	Staff who are more efficient and effective in providing services (both front and back office) working closely with partner bodies where appropriate.
	Less duplication of administration within the Council and between the Council and its partners
	Better use of Council information, buildings, equipment, money and people
	Better ability to target services to those who most need them
	Better management information to target areas in need of improvement
	Efficiency savings in dealing with routine transactions
	Customers who are more satisfied
	BPR already piloted and an internal secondment in place

We envisage that our strategic partner (see paragraph 1.5) will provide major resources to assist us in delivering cross Council business process change.

3.5.2 Key roles

A member of the Council Executive, Councillor Gitte Dawson provides leadership for our Customer Access and e-gov programme. Her role is to champion and drive the e-government agenda at the political level. Overview and scrutiny is provided by a Corporate Issues Panel, and our IEG Statement is part of the Policy Framework approved by the Full Council. At officer level, the Corporate Director is the e-government champion and she sponsors the Customer Access Programme.

The Customer Access Programme Board (CAPB) has delegated authority from the Council’s Directors’ Group to deliver the Customer Access and e-gov Programme (CAP) within the agreed policy and budget framework. The Chief Executive chairs it, and members include the member and officer champions for e-gov, the Head of Service who is the Customer Access Programme Manager, and other key staff including a trade union representative. Monthly reports are made to Directors and Heads of Service.

The works of the CAPB is supported by an e-gov Steering Group made up of key senior managers and an IT Client Steering Group with representatives of all service interests. We have recently recruited an e-government co-ordinator whose purpose is to provide advice, support, co-ordination and monitoring of our achievement towards the e-government target, and acts as "client" for key corporate systems. That role works closely with the Customer Access Programme Office and internal IT staff. It is planned to recruit an e-gov funding officer.

The Customer Access Programme Manager and the Programme Office are responsible for effective programme management, and are embedding project management throughout the organisation, but particularly in regard to e-government work. The programme office has developed a programme methodology based on Prince 2, supported on the Intranet.

The CA Programme Manager is also Head of the Library and Information Service (so that Libraries will play a key role in delivery of the e-government agenda), and sits on the Board responsible for the PARIS project described above.

A Customer Access Communications Officer is responsible for ensuring that the programme is effectively communicated to all stakeholders in the most appropriate way, co-ordinated from the programme office.

3.5.3 Progress over the last 12 months

The Council has established cross cutting and matrix working and progress is very encouraging. Impetus has been added by the change to a modernised political structure and an e-government member champion.

The Customer Access Programme has been established, with a programme plan and business case. It has a portfolio of 16 projects that use project methodology based on Prince 2. Training and support has been provided to project leaders and team members.

Customer First workshops have been held as part of the wider change management necessary. Run for 40 staff at a time, with 12 completed and 4 more to go, we will have reached 650 front line staff directly to explain and develop the principle of improved customer focus and the effect it will have on organisational structures and processes. Feedback demonstrates an increased understanding of e-government.

Further work has been carried out with Heads of Service, Directors, staff, elected members and the public through a communications strategy. All Service areas and strategies must incorporate plans to reach BVPI 157.

Revenues and Benefits merged last year, to provide an enhanced service to the public. They are trialing electronic document management, and are now co-located with Action Line who are our embryonic call centre. Revenue and Benefits were part of the Business Process Re-engineering pilot, which also took place in Highways and Libraries. That pilot will now be rolled out in conjunction with the one-stop shop.

Our first embryonic One Stop Shop goes live this Autumn in Midsomer Norton, and plans are well advanced in terms of IT, accommodation and HR. In depth customer research has been carried out in Midsomer Norton to establish customer need and views.

A corporate funding model has been developed to provide prescribed methods of funding cross cutting issues. It will support the business case ethos developed with the project methodology.

3.5.4 Engagement with professionals

HR professionals have advised and supported the work necessary to develop front line staff and ensure changes in terms and conditions are developed, and are negotiated through corporate consultation arrangements. Our Training and Development Manager has established a change management programme, led Customer First workshops and been involved with the BPR and project management training. She has developed a group of 40 trained in-house facilitators who play a key role in change management programmes.

Our IT department has a group of business advisors, who meet the CA Programme Manager regularly, and advise services and projects on all aspects of e-government. They ensure that all planned developments take full account of national developments and national standards as well as contributing to the Council’s own strategy.

We have used Business Process Reengineering consultants to lead pilots and help us develop our own in-house expertise. We plan to develop a well-trained and skilled group of BPR facilitators over the coming year. We have recruited a change management consultant to start work in September 2002 developing change management skills among our managers. We have worked with an external training provider to deliver improved project management training for all of our Project Leaders and Sponsors.

Our Property Services are developing a long-term office accommodation strategy that will deliver accommodation for access projects (one-stop shops etc.).

3.5.5 Programme and project management.

Programme management methodology has been developed using Prince 2, and supported by guidance and templates on the Intranet. The CA project leaders meet regularly to share experiences. (Appendix A lists the projects currently within the Programme) The CA Programme Office supports and is embedding project management. Both project management and sponsorship training has been provided.

The programme uses standard Government Programme Management methodology, with a monthly reporting cycle, and risk and communication strategies. Matrix working is used, with sponsors and project leaders from across the Council. Projects complete an initiation phase and business case before proceeding.