Implementing Electronic Government in Bath & North East Somerset

IMPLEMENTING ELECTRONIC GOVERNMENT IN BATH & NORTH EAST SOMERSET 2

2 PRIORITY OUTCOMES AND SERVICES 5

OUR SELF-ASSESSMENT 8

3.2 ACCESS CHANNELS 9

3.3 ENABLERS 12

3.4 E-BUSINESS 13

3.5 ORGANISATIONAL DEVELOPMENT 15

4 RESOURCES 18

5 RISK ASSESSMENT 19

APPENDIX A 22

Implementing Electronic Government in Bath & North East Somerset

1 Introduction

Bath & North East Somerset Council recognises the major contribution that e-Government can make to the social, economic and environmental well-being of our area and the UK as a whole, and we are committed to realising these benefits.

This second IEG Statement sets out the Council's vision for e-Government in Bath & North East Somerset and how it will achieve its e-Government targets by the end of 2005. It has been developed in the broader context of the modernising agenda and integrated with strategic planning for resource and asset management. It provides a framework and approach, the detail of which will continue to be developed in the light of developing local and national priorities.

This IEG statement will be regularly reviewed and updated, particularly in the context of developing partnerships with other public service providers and private sector partners.

1.1 Vision for 2005 - Six Access Channels

Our vision for 2005 has developed over the past three years based on local and national information about what the public want and also our developing awareness of what is made possible through best use of technology. It has been reviewed and revised in the light of the national framework proposed in the draft National Strategy for Local e-government (e-gov@local).

We have surveyed a sample of local people using our citizens panel and also the results of service specific consultations and received feedback through consultation and complaints. We have involved our front-line staff in identifying opportunities for improvement via Best Value reviews and other means.

The over-riding outcome is that people want to be able to contact the Council easily, at a time to suit their convenience, and have their business with the Council dealt with effectively and efficiently (through a single contact if possible). The preferred means of contact is by phone (78%), with a desire for extended availability during the early evening and at weekends. A similar percentage want to be able to visit a one-stop service point. Internet and digital TV are still identified by a comparatively small percentage as an access route of choice but we anticipate this growing as more becomes available on line.

Our vision, and the route to achieving it, were outlined in 2000/01 in our Customer Access Strategy and our Information Systems Strategic Development Plan, supported by linked Accommodation and Human Resource strategies. This IEG Statement draws these together and builds on them.

Our Customer Access Strategy 2000-05 is to provide five alternative modes of access as set out below:-

Information Points (kiosks distributed round area and website access in libraries)

Figure 1

1.2 Our principles of customer service:

· Core standards of customer service however and wherever you contact us

· Clear service standards for every service we provide

· Options for how you contact and interact with us - your choice - phone, letter, face to face, internet

· Single contact to resolve your issue whenever possible.

· Tracking of service requests and reliable and up-to-date information on progress

· Clear responsibilities and accountability for decisions - where ever possible front line staff empowered to make decisions

· Open and fair handling of complaints with agreed remedies

· 24/7 access to information and emergency services, and for all possible on line transactions

· Guaranteed quality and reliability of all information provided

· Partnership with, and gateway to, other public services

1.3 Leadership in partnership

The Council recognises the importance of its role in not only transforming its own way of working, but also encouraging the whole local community to make best use of e-technology to maintain and enhance the quality of life in the area. The Council will: -

_ promote awareness and understanding of e-government across the community

_ Keep abreast of new developments locally, regionally and nationally and promote local involvement where appropriate

_ Lead and encourage strategic planning to ensure that e-gov contributes fully to the future quality of life in the area across all sectors

_ Promote and encourage active involvement in local democracy

Public services have been, and largely continue to be, organised around professional areas rather than the needs of service users. Technology offers the opportunity to provide services more flexibly responding to people's, life stages (e.g. pre-school) or life events (e.g. moving house). We will need to extend, and in some cases build, partnership arrangements with other bodies to deliver integrated services.

Good working relationships already exist with other public service providers such as the Primary care Trust, the Police, universities and colleges, Benefits Agency, social housing providers, Parish Councils, other local authorities, local business, etc. We are already working with partners on e-gov projects. For example Bath & North East Somerset Council and Bath & North East Somerset Primary Care Trust are working together to ensure that development and investment plans enable and support integrated services. FOTEC Community Training and Bath & North East Somerset Community Education work together to deliver adult learning facilities related to e-gov and social inclusion. We will use existing partnerships to explore options for further collaboration on e-gov. We recognise that such collaboration not only can deliver improved customer service, but can also help deliver administrative efficiency savings to the benefit of all.

The Bath & North East Somerset Local Strategic Partnership, established in June 2002, will provide a mechanism for whole area strategic planning and the West of England Strategic Partnership will enable that to be linked with other neighbouring geographical areas.

In the private sector we already have a number of partnership arrangements for delivery of ICT solutions (e.g. Girobank for on line payments).

We are currently seeking a strategic partner whose involvement is seen to be crucial to the timely delivery of effective e-gov. This is the Council's PARIS Project. The objectives of the strategic partnership are as follows:

To:

· Improve service provision to residents and customers;

· Equip the Authority to deal readily with change, and to manage and mitigate risk;

· Improve the Council's ability to develop appropriate Information Systems and Strategies;

· Improve the efficiency and effectiveness of all services (both transferred and retained);

· Ensure that substantial and measurable value is added to those Council services that are included in the partnership.

The Partnership is to be long-term where the Council and the company work together to develop solutions based around the sharing of risk and increased investment.

The Council will be deciding on the selection of a preferred partner in December 2002.

2 Priority outcomes and services

The Council's overarching aim is "Making Bath & North East Somerset a better place to live, work and visit". This will be achieved through the following areas that are key to quality of life for people in the area:

_ High education standards

_ Good leisure and learning facilities

_ Good health and housing

_ People living safely in the community

_ Economic prosperity

_ Good transport

_ Equal opportunity

_ Protecting our environment

_ Planning for the future

_ Making best use of our resources

All of these are underpinned by crosscutting objectives of promoting equality and social inclusion, enhancing local democracy, and improving customer access/ service.

They interface with the key priority services agreed between central and local government and set out in the Central-Local Partnership.

The following paragraphs outline our current and planned e-gov developments and show how they contribute to delivery of key priority services.

2.1 Social Inclusion and e-citizenship

Key projects encouraging social inclusion and e-citizenship are the Peoples Network and UK OnLine. Internet access has been provided in all of our libraries, including mobiles, for some time. An additional 59 networked public access terminals with fast internet facilities and access to office software packages will shortly be available in all eight public libraries. Once live, the Peoples Network will provide a user-friendly gateway to council and other services, as well as free internet and email access. It will also enable Bath & North East Somerset to offer more training and learning opportunities, and will be marketed at specific groups in order to address social exclusion.

Through UK OnLine an outreach project has been developed to support adult learners in developing confident use of the internet and key software. Two UK OnLine centres are being established jointly with further education providers and the voluntary sector.

Our 5 pilot on-street kiosks also provide access to information, and we plan to introduce transactional capability. They will be reviewed in Summer 2003, and future strategy will be decided taking account of commercial developments in this area.

2.2 e-democracy

Information about the Council, its Councillors, the Council's political arrangements and key decisions being taken is available via the website and links are also provided to other key service organisations. We support other organisations to establish their own websites (e.g. Democratic Action for Bath & North East Somerset Youth, Local Strategic Partnership)

We are building up an on line Consultation database (Consultor) which allows inspection of what consultation has taken place, publishes the results and details the way in which they have impacted on decisions. This will be available on our public website later this year, and we hope to develop it to include information from our key partner organisations.

Most of our Councillors have home PCs with internet access and published email addresses. The website includes information about Councillors, and also about the general business of the Council. A new Decisions Database will publish key decisions which are to be made with time allowed for the public to comment.

We have established our electronic electoral register, but have not yet piloted e-voting. We reported our last local election results (1999) via the website. We plan to do the same for next year's local elections.

2.3 Raising Standards across our schools

All schools are on the National Grid for Learning and we are working with the South West Consortium to establish broad band access for all schools. This has already been achieved in the secondary schools phase and is now being rolled out is now occurring in primary schoolsies. The SW Grid for Learning Website provides access to curriculum and support materials for teachers. Each school has an ICT Development Plan and many teachers will be provided with laptops from September as part of the national "Lap TopsLaptops for Teachers" scheme. ICT training is provided for teachers and we are supporting the development of ICT suites in schools. Many schools are becoming more confident and even innovative and confident in their use of ICT and the LEA is working to disseminate good practice and support schools with weaknesses. School administrative systems are now heavily IT based and all key data required by the LEA and DfES can and is transferred electronically. We are exploring possible partnership arrangements to get the Library catalogue available through schools.

2.4 Improving the quality of life of children and young people

Our family information service provides on-line information about pre-school and holiday services for children. Our school smart card offers convenient access to school meals; it removes the possible stigma attached to free school meals, and also reduces the risk of bullying and or crime associated with children carrying cash. It makes it possible to monitor what is being eaten by children and use the information to promote healthy eating.

Choice Based Lettings will provide direct access to information for young people and their families in need of rented housing.

All of the Council's looked after children and any of the foster carers own children are given a swipe card allowing them free access to the Council's sports centres. The card is exactly the same as that used for memberships and other privileges, again removing the risk of any stigma.

2.5 Improving the quality of life of older people

The Government's Care Direct Initiative is intended to provide access to a range of services for older people. We are taking part in the pilot phase of this initiative and hope to be able to supplement it with the Key Worker scheme. The general improvements to service access should benefit those people who most need our public services and can face the greatest physical barriers to access.

2.6 Promoting health and narrowing health inequalities

The Council's leisure centres use swipe cards to improve access. Privileges include advance booking, annual memberships, alternative methods of payment and discounts to target groups.

The Health Improvement and Modernisation Partnership, which brings together representatives of health organisations, the councilCouncil, the voluntary sector and equalities groups, have established a Public Health Development Group. The tasks of the group are to:

· Develop and communicate a better understanding of each organisation's roles and responsibilities

· Collate existing health promotion activity across all organisations in order to identify areas of overlap, omission and potential for collaboration

· Draw up proposals for a 3 year partnership work programme with the aim of promoting health and reducing inequalities.

The Council web sitewebsite gives contact information for the Health Promotion Unit. The Partnership will plan to use e-technology to support and enable its work, and this will be developed in the context of the broad approach of the Local Strategic Partnership.

2.7 Creating safer and stronger communities

We work jointly with the police and other Community safety partners to share information via a GIS system, and to use this to inform strategic planning and review. A Community safety website provides public access to information and our Action Line call centre ensures effective handling of information from the public about hazards. While our CCTV system is analogue based at present, back office systems support staff monitoring the network. School smart card (see 2.4 above). We are currently evaluating the possible future use of mobile CCTV jointly with the Police and Housing Trust.

2.8 Transforming our local environment

The Planning Service use the Council website to publish a searchable schedule of all planning applications. They also publish the draft Local Plan and information about consultation on the Plan via the website. searchable online These have a fundamental impact and influence in transforming the local environment, and are building blocks for delivering the services envisaged in the National Planning Portal.

Our web sitewebsite also carries air quality forecasting and current levels of certain pollutants as well as seasonal pollen count information.

2.9 Meeting local transport needs more effectively

We are planning to use the SW Public Transport database, and are currently investigating the possibility of web-based information on availability of parking in City of Bath.

2.10 Promoting economic vitality

The Business One-stop shop will be a key source of e-enabled support to local businesses and new ones seeking to relocate to the area. NLIS will speed up the process of buying and selling property, supporting the public and also associated professions. On line learning is being used by our Training Services to support people in developing the skills to access paid work and/or promotion. This links with the planned use of the Peoples Network for training purposes and the outreach work through UK OnLine. http://www.visitbath.co.uk/ is one of the most visited tourism sites and we are pursuing opportunities for on-line booking and other e-commerce.

2.11 Public Service Agreement

We will be negotiating our Public Service Agreement targets between November 2002 and February 2003, and almost all will use e-technology to help deliver improved results. Examples include: -

· Improved information for bus passengers

· Telecare trial for care services for older people

· Computerised school registers, joint working via secure Extranet and mobile technology to speed up action to reduce level of school non-attendance.

· Positive action to ensure that looked after children benefit from use of IT

· Card based payments for parking to reduce risk of crime related to cash handling

· Web based information on recycling facilities and increased internet based communications to reduce paper use.

· Publicity campaigns via on-street kiosks, DTV, etc to promote safety in the home

· On line access to job vacancies, home working and teleworking centres to improve access to employment for disabled people.

2.12 Local Strategic Partnership (LSP)

We recognise that our LSP has a key role to play in promoting strategic planning across sectors re: e-gov. The LSP will be using e-technology to aid its own planning and communications, and will also promote interoperability and systemic planning across its member organisations.

3

4 Our self-assessment

4.1 Transactions

Bath & North East Somerset Council provides approximately 600 types of transaction to its citizens. Our goal is to ensure that these services are:

· Joined up in ways that make sense to our customers

· Accessible at times and places most convenient to our customers

· Delivered jointly by partnerships

· Delivered seamlessly so that our customers do not provide information more than once

We will make the best use of available technology to deliver services in the most effective way possible, and aim to achieve 100% electronic service delivery by 2005¹.

4.1.1 Types of Transaction

The transactions we deal with can be broken down into the broad types shown in Table 1Table 1Table 1Table 1 below which illustrates our planned progress towards our 2005 objective. The figures shown are based on the way in which we currently do business, but ongoing business process engineering may have an effect on these as we identify more effective ways of delivering services. The creation of three additional categories since last year's IEG statement means that the 2001/2 data is not directly comparable with 2002-05 data.

Table 1

4.2 Access channels

The largest volumes of Council transactions are currently carried out using traditional mail or telephone services, but we are constantly expanding the range of access channels available to the public using new technologies such as email and the World Wide Web. Our Access Channels policy is set out in paragraph 1.1 above.

4.2.1 Customer Access to service

In 1999 Bath & North East Somerset established its Customer Access Strategy, and strengthened its commitment to organise its services and activities around its customers needs. The Customer Access Programme consists of projects that extend the range of access options for the public.

The Council's website provides a wide range of access to information, and is now being re-shaped based on research by projects such as LEAP ( http://www.leap.gov.uk) to include navigation based around key life events such as getting married or having a baby. The site is currently rated as `Content Plus' by SOCITM ( http://www.socitm.gov.uk) with a number of transactions currently available onlineon line and a full transactional capability planned in the near future.

Pilot on-street kiosks have been installed in five locations around Bath & North East Somerset to provide access to information and services to all customers. Work is on going to increase the number of services available and also include, in line with our developing Community Strategy, information from a range of external agencies, including Avon & Somerset Police, Inland Revenue, and NHS Direct. In addition payment facilities through Girobank will be activated.

The telephone system carries voice and data, and currently enables direct public access to staff via call centres and/or direct service lines. We have established Call Centre provision for a selection of services and key members of staff are available via mobile phones.

Our Revenues and Benefits Services were amalgamated in 2002 and their front office services are being extended on a phased basis to include other services - most recently library renewals and returns.

The first stage of development of a Business One-stop shop has been achieved with the co-location of a range of services.

4.2.2 Development of access channels

Our first embryonic One-stop shop will open in autumn 2002, building on core developments such as the integration of our Revenues and Benefits Service. Three or four further One-stop shops are planned, and agreement has been reached with the local business community to jointly provide a Business One-stop shop. Full "one stop" services will not be achieved until 2005, and even then will depend on national projects such as Care Direct which currently are difficult to integrate.

We are bringing together our telephone services to develop a single number Call Centre to provide a one-stop phone service. Progress on this will match that with One-stop shops. We have explored the value of a Key Worker Scheme jointly with other service providers but have not yet been able to identify required pump-priming funding to pilot this initiative.

The Community Information Service Website is developing to allow a full range of on-line transactions. We plan to develop portal access around key life events, and in time to develop personalised portals.

We plan to develop a single Smart Card for Council and other related services, building on experience with small-scale pilots.

Information points are being established in libraries through the People's Network initiative and we plan to extend this network to other areas working jointly with appropriate partners.

The take-up of digital TV across our area is not yet at a level where it can provide a leading means of access to information and service, but we anticipate this providing a key means of home access in future years.

We have recognised the potential of mobile technology to support home visits and wish to resource a pilot Key Worker scheme jointly with other agencies.

4.2.3 Increasing take-up of new access channels

At the core of our Customer Access Programme lies an extensive process of market research, ensuring that the improvements we make are the improvements that our customers want. It is important that we keep the community involved and engaged with these changes, and so developments are promoted through regular publications such as Council News, and on the news section of our website ( http://www.bathnes.gov.uk).

Our website meets access standards for disabled people, and all of our planning for developing access channels aims to provide greatly improved access for disabled people and others at risk of social exclusion.

We plan to promote use of new access channels by guaranteeing improved service standards, extending hours of availability to meet public priorities, and discounted charging where appropriate. We will achieve improved quality of customer service, or customer satisfaction, through the e-enabling of services, e.g. greater first-time resolution of public enquiries. The "one stop" approach to service will save the public time and effort and will also benefit the Council by reducing "failure demand".

In planning and phasing developments we will prioritise interactions to reflect volumes of business, e.g. putting high volume transactions on line as early as possible.

We will be vigilant to ensure that new access channels do not lead to further exclusion of those already socially excluded. We are considering neighbourhood web portals, accessed via on-street kiosks. This responds to recent customer research in disadvantaged areas, which highlighted the need for access to good quality local information.

4.2.5How we think our services will be accessed

This table demonstrates how we feel e-enabled services will be accessed by our citizens. We have arrived at these figures by applying the BVPI 157 forecast listed above in 3.1.1 to our current levels of transactions, but are constantly refining and improvingthe way in which we collect this information.

4.2.6 The Government Gateway

The Gateway is being developed to enable citizens and businesses to conduct secure authenticated transactions with government via the iInternet. Once registered, recipients will receive a single credential either a user ID and password, or a digital certificate.

We are currently examining the viability of a project to incorporate authentication and secure transactions into our website using the Government Gateway. This will enable us to deliver joined-up transactions from a single sign-on.

4.2.7 Broadband

Broadband is the term used to describe a wide range of technologies that enable high-speed, always-on access to the iInternet. The additional bandwidth provided by a broadband connection allows new value-added services to be delivered to consumers and businesses, and offers the necessary platform to support facilities such as real-time video conferencing. As the National infrastructure develops over the coming months and years, we will be assessing how this can best be built into our future plans for service delivery. A key issue for us is the limited availability of Broadband in rural areas. However, we welcome the announcement of funding to RDAs to promote Broadband in rural areas. We are also actively involved in the People's Network which is a project to roll out Broadband access via libraries.

(Also see paragraph 3.4.6)

4.2.8 Adoption of standards

Our core Information System and Information Technology Strategies incorporate e-government standards such as the Government Interoperability Framework (e-GIF), with requirements like XML compliance as key elements of the IT planning process.

We also place great emphasis on ensuring that the information that we provide electronically is accessible to the widest audience. Our web sitewebsite follows Web Accessibility Initiative guidelines and our web authors adhere to high standards that comply with Central Government Web guidance and the Disability Discrimination Act.

4.3 Enablers

4.3.1 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 on going 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

EDM and workflow have been installed in the Revenues and Benefits service and will be fully operational during this Financial Year (2002/3). By introducing paperless systems, it 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 onlineon line map display.

We are in the process of evaluating software/systems that will allow us to implement GIS 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.

4.3.2 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.

4.3.3 Customer Relationship Management/Contact Management

With the customer-centric thinking that Bath & North East Somerset has adopted, we see 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. 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.

4.4 E-Business

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

To improve the access to Council staff by our citizens via One Stop ShopOne-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 October 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.

4.4.2 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 across the authority, and we are planning to further improve the way the system functions with the introduction of a Content Management system by January 2003.

4.4.3 Financials

The Council is due to complete the installation a fully operational web-enabled Financial Management System by 1^st 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.

4.4.4 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 1^st 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.

4.4.5 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. Choice of the first option would mean that a very much-improved system could be available form 1^st 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.

4.4.6 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.

4.4.7 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 1500 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 the 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 practises 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.

4.5 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.

4.5.1 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

4.5.2 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.

4.5.3 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.

4.5.4 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.).

4.5.5 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.

5

6 Resources

The Council has identified the estimated direct costs of implementing e-gov as part of its overall strategic resource planning for the period to 2005/6. The scale of the change involved and the dynamic context within which this is happening means that accurate estimates are not easy to achieve. However, they do show that there is likely to be a significant gap between allocated resources and anticipated requirements.

There are a number of key ways in which the Council will work to close this gap. We will invest IEG funding of £400k over two years in elements of the programme that will generate efficiency savings in future years in order to fund future developments. One such example is the development of the LLPG. We are building e-gov into our approach to Best Value, and this has highlighted priority developments such as introduction of EDM and Workflow for high volume transactions that again will deliver medium term efficiency savings. Pilots have been funded through the Council's Financial Plan. We are seeking to attract external funding for key service developments, and will enhance our capability to bid successfully through appointment of an e-gov funding co-ordinator. We are seeking to minimise our risk by delaying acquisition of some key infrastructure systems until Pathfinder Projects such as CRM offer proven solutions. We are talking with local partners about opportunities to collaborate on projects, sharing risks and costs - for example an interim contact management system. It is anticipated that PSA funding will also contribute to a number of key developments from April 2003.

All of the above will help to resource and sustain the e-gov programme, but necessarily at a limited pace. We hope to produce a major step change in the capability, pace and resourcing of our programme through a Strategic Partnership and final proposals for these will be received in October with a view to the Partnership commencing April 2003.

The summary below sets out current expenditure and forecast of future requirement to achieve implementation of electronic government by December 2005.

The allocations of £200k in 2002/3 and 2003/4 are being used to initiate establishment of core IT systems such as our Local Land and Property Gazeteer, to pump prime customer access routes such as first One-stop shop and moves towards integrating telephone services. It is also contributing to the capital costs of developing transactional capability of our website.

7 Risk Assessment

The table below summarises all the risks of the e-gov programme. Our Risk Scrutiny Panel, which is chaired by a Council Director and includes an external challenger, will review this regularly.

The first column identified the risk, the second column the action required to mitigate it. The third column indicates whether the risk comes from outside or inside the Council; and the last two columns assess each risk in terms of its impact and the probability of it happening.

Appendix A

CUSTOMER ACCESS PROGRAMME

1 Some services may not be capable of being supplied or delivered electronically.