ICT Strategy for the Courts Service Update June 2009

Transcription

1 ICT Strategy for the Courts Service Update June 2009

2 Contents 1. Executive Summary Introduction & Background Progress review of ICT Strategy Current Business Environment The Underlying Economic Environment and New Budgetary Circumstances New Regulation and Best Practice Requirements The Internal Business and Technical Environment The Green Agenda ICT Alignment with Business Strategy Statement of Strategy Operational Systems Corporate Solutions Technology and Infrastructure Governance and Organisation egovernment Business Continuity/Security Green ICT Implementation Work Programme Operational systems Corporate Solutions Technology and Infrastructure ICT Governance and Organisation egovernment Solutions Business Continuity Green ICT Risk Assessment Monitoring and Review of Performance Appendix I: Investment Appraisal Form Appendix II: Detailed Implementation Work Programme 1

3 1. EXECUTIVE SUMMARY The Courts Service is now over half way through the ICT Strategy for the Courts Service. The ICT Strategy for the Courts Service (Update) is the output of a mid term review of that strategy and also updates the strategy to align it with the period of the current Courts Service Strategic Plan Putting the Needs of Court Users First, and the operational priorities set out therein. This strategy update aims to prioritise the most important strategies and projects in the context of limited resources and a challenging implementation period while continuing to meet the ultimate vision of a cost effective and world class service. The Courts Service is pleased to note the significant progress which was achieved in the delivery of the ICT Strategy for the Courts Service. The investment in ICT over the past nine years has been central to the transformation of the operation and management of the Courts and improved delivery of services to court users. The value for money achieved from this investment has been confirmed in the recent Value for Money Review of the ICT Programme. This is a testament to the dedication and commitment of Courts Service staff. The Senior Management Team would like to take this opportunity to thank the staff. This achievement provides a strong basis from which to embark with confidence on the next journey implementation of the ICT Strategy (Update). The next three year period will represent a challenging period for the Courts Service. It will be characterised by significant change across many dimensions including organisation structure, staffing, processes, and funding. While the long term vision set out in the ICT Strategy for the Courts Service remains largely valid and appropriate, the environment within which it will be implemented will be much tougher than originally anticipated. ICT can however play a vital role in achieving further improvement in service delivery and deliver improved value for money in these challenging economic times. The key elements and emphasis of this strategy can be summarised as follows: A set of seven strategic themes which direct the strategy including three new strategic themes egovernment, ICT Business Continuity and Green ICT to reflect the increased emphasis placed on these areas by the Government and the Courts Service 2

4 A detailed implementation plan which aligns current ICT projects of operational necessity and future development projects of strategic importance with the reality of the current economic situation, in terms of timelines and cost Rigorous evaluation and prioritisation of projects to ensure that the most critical projects are progressed within funding constraints. Key strategic projects have been prioritised based on the Courts Service Strategic Plan ; however, business cases for individual projects will be evaluated in detail against defined appraisal criteria to ensure continued alignment and appropriate prioritisation (see Appendix I). Alignment of the strategic plan with new and increased government policy requirements including, in particular, the requirement for all public bodies to move towards increased self sufficiency in ICT service provision The ICT Strategy (Update) is supported by the vision and detailed project charters outlined in the ICT Strategy for the Courts Service. Seven high risks have been identified in relation to the implementation of this plan; these are: Risk that the delivery of the overall ICT programme, including both strategic advancement projects and ongoing support and maintenance of existing infrastructure and systems, could be delayed and/or negatively impacted due to funding constraints Risk that individual critical strategic projects, such as the Case Management System, may be delayed indefinitely or phased into the longer term Risk that government policy in relation to ICT self sufficiency negatively impacts the delivery of ICT services by the Courts Service Risk that individual prioritised projects incur delays and budget overruns; within tight funding parameters, this may lead to an increased negative impact on other planned projects Risk that the responsiveness and flexibility required of the Courts Service in service delivery will be constrained or negatively impacted due to funding constraints Risk that the level and pace of environmental and organisational change may impact the implementation timelines and success of the strategy Risk that short term requirements for operational systems will divert resources from longer term strategic projects The implementation plan will act as a key performance management and monitoring tool at all levels of implementation from ICT Governing Committee to the ICT Unit, the Civil Courts Modernisation Programme Office and individual project teams. Performance monitoring and review 3

5 arrangements will be enhanced by a series of initiatives including: quarterly reporting on the detailed implementation plan, more formal and detailed investment appraisal criteria, full project accounting on all projects, and improved performance measurement and management arrangements. 4

6 2. INTRODUCTION & BACKGROUND The ICT Strategy for the Courts Service (February 2006) set out a long term vision for ICT. The key recommendations were: To continue to complete the existing programme (as set out in the first information technology strategy ecourts ) To evolve a Civil Case Management System to address the primary operational requirements of the Courts Service To develop effective information management To develop effective ICT governance by the Courts Service The Courts Service is now over half way through the above strategy, representing an opportune time 1 to review progress and ensure continued alignment to the new Courts Service Strategic Plan Putting the Needs of Court Users First. This ICT Strategic Plan (Update) seeks primarily to address the following: Review progress on the ICT Strategy for the Courts Service Extend the period of the plan forward in line with the new Courts Service Strategic Plan and ensure it continues to be appropriately aligned Take account of any new technology opportunities which have arisen in the period since the plan was formulated Take account of the changed economic environment and new regulatory environment within which the plan will be implemented Place increased emphasis on implementation and performance management, taking account of the challenging environment within which the plan will be implemented The review and this resulting update document aim to prioritise the most important strategies and projects in the context of limited resources and a challenging implementation period while continuing to meet the ultimate objective of a cost effective and world class service. 1 This decision also accords with a recently completed Value for Money Review of the ICT Programme which recommended that a review of the ICT Strategy be performed within 6 months to ensure that it remains aligned to the most recent Courts Service Strategy. 5

7 3. PROGRESS REVIEW OF ICT STRATEGY The ICT Strategy for the Courts Service set out an ambitious long term vision for ICT within the Courts Service. There has been substantial progress on this plan to date. ICT services to both judiciary and staff have been maintained at very high standards and a number of Courts Service projects have won awards during this period including Small Claims Online and the Courts Website, which was a winner in the 2008 egovernment awards. Some of the key successes which have been achieved include: Roll out of the Criminal Case Tracking System (CCTS) nationwide to all district courts, and implementation of significant enhanced functionality to support the full case lifecycle Enhanced integration of major systems including the integration of CCTS and the Courts Accounting System and the integration of CCTS with the Garda Síochána Pulse System Successful procurement, pilot and continuing implementation of the Digital Audio Recording System Implementation of a range of major business systems including the Courts Accounting System, Human Resource Management System and Funds Accounting System Significant developments and enhancements of the Courts Service website Delivery of egovernment services including esmall Claims, the payment of fines online and the High Court online search system Provision of a range of enhanced ICT tools and services to the Judiciary including remote access system, blackberries Roll out of a number of Lotus Notes interim case management systems to support critical business needs and provide a lead in to a major civil case management system a key priority for the Courts Service. The implementation of the above systems has provided the Courts Service, other Government bodies and court users with opportunities to improve efficiencies, reduce costs and change the way they do business. 6

8 Diagram 1: Progress on ICT Strategy for the Courts Service This diagram depicts an assessment of the progress against the ICT Strategy for the Courts Service. In particular the Courts Service has achieved significant progress on the high priority, and many of the medium priority, projects. The priorities set out below are as agreed at the outset of the implementation period of that plan; some level of reprioritisation has taken place in this update in light of the changed environment and to address the Courts Service Strategic Plan Putting the Needs of Court Users First. 7

9 4. THE CURRENT ENVIRONMENT The next three year period will represent a challenging period for the Courts Service. It will be characterised by significant change across many dimensions, including organisation structure, staffing, processes, and funding. While the long term vision set out in the ICT Strategy for the Courts Service remains valid, implementation of this strategy needs to be examined in light of the changing environment in which the Courts Service operates. In particular, due to the wider economic climate, it is anticipated that resources available in the coming years will be significantly more constrained than would have been envisaged in The following subsections summarise and describe the principal environmental factors which will both inform and impact delivery of this strategy. 4.1 The Economic Environment and New Budgetary Circumstances At the date of writing, the full impact of funding constraints within the period covered by this plan was not known by the Courts Service; however, it is anticipated that funding will be more constrained than heretofore and that rigorous evaluation, prioritisation and management of investment will be a key feature of the implementation period. The Courts Service believes that its long term ICT vision remains sound, albeit that there may be some level of reprioritisation within the ICT programme in line with the new Courts Service Strategic Plan. The ICT cost of maintaining existing infrastructure and systems and delivering existing service levels is approximately 6M per annum. The Courts Service will adopt a considered and prudent approach to investment of additional resources to ensure that the most critical projects are progressed and that maximum business benefits and value for money are achieved. 4.2 New Regulation and Best Practice Requirements OECD Report - Towards an Integrated Public Service: The 2008 OECD report highlighted that for citizens and business, the key measure of Public Service performance is how quickly and easily they can access a service and the quality of that service once received. E-Government, and the development of a more integrated ICT interface, provides a major opportunity to deliver faster, 8

10 more readily accessible services and secure internal data sharing to simplify contact with the Public Service. The report states that a renewed emphasis is needed on the role of ICT and egovernment in strengthening information sharing and integrated service delivery and that greater mobility is needed to help develop and broaden the skills and competency base of generalist staff. This plan adopts the principles set out therein and in particular highlights egovernment as a new strategic theme within the overall ICT programme. A number of ICT infrastructure services and strategic systems will be critical in enabling the Courts Service to deliver improved access to services at a higher quality and in a more integrated manner. The Courts Service continues to work with other state bodies to improve access to eservices in an integrated manner. The Government Decision of 15 July 2008 to reduce expenditure on external consultants and Department of Finance circular 02/09 requiring civil and public service bodies to enhance their self sufficiency in ICT development, operations and management: The new arrangements for ICT expenditure set out in the Department of Finance Circular 02/09 require Civil and Public service departments to develop plans to reduce expenditure on external consultants and to become more self sufficient in terms of ICT development, operations and management. The Courts Service has prepared a detailed submission to the Department of Finance to meet its obligations under this circular. The submission aims not to map a way towards complete self sufficiency but towards a realistic degree of self sufficiency which ensures that existing service levels and standards are maintained at the most economic cost. The roadmap to a realistic degree of self sufficiency has particular implications in terms of the managed service contract (Under Strategic Theme 3: Technology and Infrastructure) and the structure and deployment of internal ICT resources (Under Strategic Theme 4: Governance and Organisation). The implementation plan in section 7 incorporates recommendations and potential cost efficiencies identified in that submission. The Department of Finance Circular 06/09 setting out new arrangements for egovernment: This circular requires public bodies and authorities to develop detailed egovernment plans which set out projects they are currently undertaking and projects they intend to undertake. These plans will be subjected to regular monitoring by the Department. The Department produced a working definition of egovernment projects, to be included in individual plans, which includes projects that are organisation-specific, cross-organisational, sector-specific or cross-sectoral, and it highlights eight categories of project types which have the aim of improving information and service provision. The Courts Service has prepared a detailed egovernment plan in compliance with this requirement. The egovernment initiatives to be progressed during the period of this plan are 9

11 outlined in this document under Strategic Theme Five: egovernment Solutions. A number of other operational and corporate solutions have significant egovernment aspects and will be pivotal in the further roll out of eservices by the Courts Service. Projects included in this plan include: eregisters, efiling and a Customer Portal. Recommendations of the recent Value for Money review of the ICT programme: The recent Value for Money Review of the ICT programme, which evaluated the programme over the period 2001 to 2007, found that the Courts Service had achieved value for money to date. In particular, it found that significant progress had been made on projects to date and that clear and tangible benefits were now being delivered. In addition, a series of recommendations were made to support the Courts Service in achieving improved value for money and these have been taken into account in developing this plan. The recommendations include strengthening the ICT Governance and management framework, introducing comprehensive project accounting principles across all projects, conducting interim and post project reviews, enhancing performance measurement, reporting and management, and seeking opportunities for more effective delivery of services where possible. 4.3 The Internal Business and Technical Environment Transformation of Administration and Structures in the Courts (TASC) : At date of writing this plan, the Courts Service was in the process of conducting an organisational efficiency review to identify opportunities for improving effectiveness and efficiency of service delivery. As ICT has, and will continue to be, recognised as a key enabler of improved service delivery, this strategy will be seen as a living document which addresses the emerging recommendations of that review. It is anticipated that planned operational systems such as the civil case management system will enable the delivery of major cross organisation efficiencies. The Courts Service will continue to assess all aspects of its current and evolving operations, including ICT, in the spirit of continuous improvement to enhance effectiveness and efficiency of service delivery. New additions to the ICT programme: The Courts Service operates in a dynamic environment and its ICT systems, structures, processes and plans must be flexible to support changes in regulation, business practice and user requirements. This has translated in practice into various enhancements to critical systems such as the Criminal Case Tracking System (CCTS) to provide additional functionality to support legislative change, and the development of interim solutions 10

12 where a critical business need is identified. The focus during the period of this plan will remain on a number of major strategic projects such as the Civil Case Management System. ICT will play a vital role in major strategic projects for the Courts Service including the effective operation of the Criminal Courts of Justice. 4.4 The Green Agenda The Courts Service has derived significant benefits from its ICT investment to date. While recognising this, the Courts Service also recognises its environmental obligations in relation to ICT and aims to ensure that ICT investment and processes are efficient, sustainable and environmentally responsible. Meeting environmental obligations is also closely aligned with the need to reduce expenditure, including in particular, the areas of light, heat and fuel. The electronic delivery of services in line with the principles of egovernment will also deliver green benefits at a much wider level. For example, the payment of fines on-line reduces the need for unnecessary travel by the public to court offices. 11

13 5. ICT ALIGNMENT WITH BUSINESS STRATEGY The Courts Service has recently published its business strategy - Courts Service Strategic Plan Putting the Needs of Court Users First - which sets out a future vision of how the Courts will operate in 2020, the operational priorities underpinning that vision, and the specific actions that will assist in achieving that vision during the period The effective and efficient use of ICT is a recurrent theme in this Strategy. This section outlines how ICT will continue to make a contribution towards the vision and operational priorities of the Courts Service. Operational Priority 1 - Put the Needs of the Court Users First Operational Priority 2 - Support the Judiciary Operational Priority 3 - Improve Access to the Courts Operational Priority 4 - Improve Understanding of the Courts Operational Priority 5 - Transform Service Delivery Operational Priority 6 - Be an Employer of Choice THE ICT PROGRAMME OP 1 OP 2 OP 3 OP 4 OP 5 OP 6 Operational Systems OS1 Criminal Case Tracking System OS 2-4 Case Management System OS6 Jury Selection & Management System OS9 Courts Accounting System X Irish Sentencing Information System X Legacy and interim systems (Lotus Notes) Corporate Solutions CS2 Website CS3 Strategic Reporting CS4-5 Records and Document Management CS7 Financial Management System CS7 Human Resource Management System CS7 Funds Accounting System X Other corporate systems (various) egovernment Solutions CS2 Intranet and Customer Portal OS3 efiling OS5 eregisters Technology and Infrastructure T1 Application platform T2 Infrastructure Upgrade T5 Mobile and Remote technology 12

14 THE ICT PROGRAMME OP 1 OP 2 OP 3 OP 4 OP 5 OP 6 T6 Future Proofing/Technology Refresh T7 Communication tools T8 Evidence Presentation T9 Digital Audio Recording T10 Video Conferencing X Licensing & Maintenance X Managed Service Contract X Wan Rental & CCC Connectivity Business Continuity T3 Server Consolidation T4 Host service X Security Enhancement Programme ICT Governance and Organisation O4 User Skills and Training O5 Project Mgt & Business Analysts O2 Design Authority X ICT Governance Framework - Enhancement Green ICT X Develop green ICT policy Implement a range of Green ICT initiatives 13

15 6. STATEMENT OF STRATEGY While the key tenets of the ICT Strategy for the Courts Service remain valid and appropriate, this strategy update places greater emphasis on specific areas. A comparison of the key strategic themes used in both the original and the update strategy are included below: ICT Strategy Operational Systems Corporate Solutions Technology Governance and Organisation ICT Strategy (Update) Operational Systems Corporate Solutions Technology and Infrastructure Governance and Organisation egovernment Business Continuity/Security Green ICT Strategic Themes The seven strategic themes for the period are outlined below. The implementation plan (section 7) sets out the projects which will deliver on these themes. 6.1 Operational Systems Operational Systems refer to the automated solutions within the Courts Service that support and enhance the efficiency and effectiveness of business processes of the courts and improved service to Court users. The Criminal Case Tracking System, a business critical system, which was significantly enhanced in terms of functionality and integration in the last plan, will be rolled out to other jurisdictions over the next three years to extend the business benefits derived. A process standardisation programme across all civil and family law jurisdictions is currently under way to improve case processing and deliver overall efficiencies. The implementation of a single and integrated Civil Case Management System (CCMS) remains a key strategic priority for the Courts Service. All users of the Courts and members of the public will benefit from a single view of a case as it moves through the courts. Staff 14

16 will benefit from a more user-friendly system and a common system will replace numerous interim systems, reduce the organisation s training needs and standardised offices will deliver a service that is easier to understand and use. The CCMS will also support a number of other key strategic projects in the future such as efiling and Document Management. The Courts Accounting System (CAS), implemented during the period of the last plan, computerised a range of previously manual and labour intensive accounting procedures, and will continue to be enhanced and rolled out during the period of this plan. It is likely with the planned merger of District Court and Circuit Court offices that CAS will be rolled out across various jurisdictions over the next few years. CAS is a key part of the plans for the Criminal Courts of Justice Complex and will support all jurisdictions within that office. 6.2 Corporate Solutions Corporate Solutions refer to applications used across the organisation but which are not related to the processing of core operational court business. These include support systems such as financials, HR, corporate wide systems and technologies. These applications help to streamline the administration of the Courts Service and help it to improve service delivery and make the most effective use of its resources, human and financial, and are thus critical to the effective day to day management of the service. An important element of Corporate Solutions is information management and includes records and document management, management information, knowledge management and provision of information to the wider justice community and to the public. A number of key corporate systems were enhanced during the last plan including the Funds Accounting System (FAS), the Financial Management System (FMS) and the Human Resource Management System (HRMS) to improve effectiveness and efficiency of processing and management information systems (MIS). The key themes which continue to inform the corporate solutions strategy are: Information management; Supporting the Judiciary; and Integration. The corporate systems above will continue to be supported and enhanced, and strategic development will be focused on improving records and document management and overall strategic reporting. 6.3 Technology and Infrastructure This theme covers the underlying infrastructure supporting delivery of the strategy. The Courts Service has established a reliable and robust nationwide structure to support its automated solutions and deliver electronic services. 15

17 Over the next three years the Courts Service will focus on enhancing and securing this infrastructure through upgrade programmes and the provision of mobile and remote technology. The upgrade programme will mean faster connectivity for all court offices, improved communications and greater reliability. Courts Service staff and the members of the judiciary will have more reliable access to courts systems and information from any court location. The programme of courtroom technologies and services to the Judiciary will be continued and enhanced, including the roll out of Digital Audio Recording and Video Conferencing. The introduction of Digital Audio Recording provides future proofing in the context of an anticipated significant increase in demand for recording service in the future. The system will enhance the administration of Justice and the implementation of the system offers additional cost saving and revenue generating opportunities. The Courts Service has achieved significant success and progress to date under its managed service arrangement and will continue with this strategy during the period of the plan. The arrangement has significant benefits for the Courts Service, allowing it to provide and support a wide array of enabling technologies, provide knowledgeable IT support to staff, and quickly address critical system outages, thus enhancing services to court users. The plan does however seek to address the requirements of circular 02/09 which requires Civil and Public service departments to develop plans to reduce expenditure on external consultants and become more self sufficient in terms of ICT development, operations and management. The plan aims towards a realistic degree of self sufficiency to support the Courts Service in maintaining the quality and progress it has achieved to date at a cost which represents value for money. 6.4 Governance and Organisation This theme covers areas such as the overall management and direction of ICT, governance issues, recommended ICT organisation structure, roles and responsibilities in relation to ICT and required ICT skills and training. The key focus is ensuring the Courts Service utilises ICT to its full advantage and derives value for money in so doing. This plan will not only be implemented in a chellenging period where funding is limited but also in a period of significant change for the Courts Service following the conduct and roll out of a series of initiatives aimed at addressing the economic challenge including the recommendations from the TASC programme, the new and more 16

18 rigorous ex-ante reporting arrangements under Circular 02/09 to the Department of Finance and a recent submission under the same circular aimed at achieving an increased level of self sufficiency. The Courts Service considers that proper governance is critical if projects are to be delivered successfully, on time and within budget. ICT Governance also helps to ensure alignment of the ICT strategy with the business strategy. As part of the last plan the Courts Service implemented a new ICT Governance Framework and will continue to enhance this framework in line with recommendations made in the Value for Money Review of the ICT programme, internal audit and other reviews. 6.5 egovernment In developing the ICT Strategy the Courts Service was cognisant that service delivery expectations and government policy and targets in relation to egovernment will continue to develop and progress. A range of egovernment projects have been delivered to date, which provide benefits, beyond the Courts Service itself, to wider communities including the judiciary and general public such as payment of fines via the internet and the electronic receipt of summons information from An Garda Siochana. Circular 06/09 requires public bodies and authorities to develop detailed egovernment plans which set out additional projects they intend to undertake. These plans will be subjected to regular monitoring by the Department. The Courts Service has prepared a detailed egovernment plan in compliance with this requirement and in line with the strategy and the detailed implementation plan set out in this document. Key initiatives will include the extension of egovernment services in the form of eregisters and efiling and the development of a customer portal; while implementation of these initiatives has been phased into the medium term beyond the implementation timeline of this strategy due to anticipated funding constraints, analysis and design of these systems will proceed in tandem with the Civil Case Management System programme of work. However, the Courts Service will continue to progress with and improve existing egovernment initiatives. The case management system, which has been prioritised, will play a pivotal roles in extending egovernment initiatives. 6.6 Business Continuity/Security This new theme highlights the increased emphasis which is now being placed on business continuity across the organisation and is informed by business continuity policy and plans developed by the organisation. As part of the overall policy an emphasis has been placed on the critical nature of systems supporting the processing of court business and the security of information across multiple areas of court business. The Courts Service will continue to progress a 17

19 number of projects under this theme to support greater security and availability of data and key systems. This includes the server consolidation programme and the hosting service which will ensure that the standard of hosting of strategic systems (the data centre) is aligned to the criticality of those systems. 6.7 Green ICT Green ICT has been identified as a new strategic theme within this strategy to support the Courts Service in ensuring that its ICT investment and processes are efficient, sustainable and environmentally responsible. Green ICT has a number of benefits including financial benefits for an organisation. Flexible working arrangements and services such as telephone, web or video conferencing can greatly reduce associated travel costs. Server virtualisation and a green approach to PC use can lead to a reduction in power requirements and recycling computer equipment will have a beneficial impact for all Courts Service users and the country as a whole. This is a cross cutting theme which will impact various other themes and projects outlined in this strategy. Specifically, the Courts Service will, during the period of this plan, review opportunities to minimise the negative environmental impacts of current service delivery and ICT, and will exploit energy efficient initiatives to deliver both energy and cost reductions. The Courts Service will work with its managed service provider to develop its Green ICT policy and tangible initiatives to deliver energy and cost benefits. In the short term it will seek to take early action on those things that can make an immediate difference but will also take account of the Green Agenda in the development and roll out of the various projects outlined in this plan. Initiatives identified under other strategic themes, including server consolidation and the move to a new data centre, are already aligned to the Green ICT agenda. The electronic delivery of services in line with the principles of egovernment will also deliver green benefits at a much wider level. The Courts Service will work with agencies such as Sustainable Energy Ireland to identify projects that can be undertaken to increase cost efficiencies in service delivery and the use of ICT. 18

20 7. IMPLEMENTATION WORK PROGRAMME The implementation work programme below outlines the projects which will deliver the ICT vision across the seven strategic themes outlined above in the statement of strategy. This implementation work programme is supported by further detail including anticipated costs and more detailed timelines. The detailed plan (including costs and timelines) will be a key tool supporting the ICT Governing Committee and operational management over the next three years. The strategic priorities within the overall ICT programme have been prioritised in accordance with organisational priorities outlined in the Courts Service Strategic Plan Putting the Needs of Court Users First. All future planned projects are categorised as high (H), medium (M), or low (L) based on their anticipated delivery against the operational priorities and performance measures set out in that plan. The ICT cost of supporting existing systems and maintaining current service levels is approximately 6M per annum; planned projects will require additional investment. The planned programme also includes a number of initiatives that will incur minimal or no external expenditure, but rather will involve the deployment/redeployment of existing human resources, these initiatives include: Enhancement of ICT Security Development of a Green ICT policy and implementation of a range of Green ICT initiatives Enhancement of ICT Governance arrangements The following tables list the ICT projects which will deliver on the 7 strategic themes described in section 6, and also indicate: The operational priority(ies) which the project supports The strategic importance of the project to the Courts Service (High/Medium/Low) The planned implementation timeline Whether the cost has been committed at date of writing of this plan Key to tables below Indicates strategic development projects (% indicates expected level of completion by 2011/13) Indicates ongoing/support and maintenance activities 19

21 7.1 Operational systems ICT Strategy for the Courts Service (Update) Ref STRATEGIC PROJECTS Strategic Plan OS1 OS2-4 OS6 OS9 X X STRATEGIC ALIGNMENT Strategic Importance (H/M/L) IMPLEMENTATION PHASING '09 '10 '11 '12-'13 Committed (Yes/No) Criminal Case Tracking System - Support and maintenance Op1, 2, 5 29% 18% 18% 36% Yes - Enhancement and roll out Op1, 2, 5 H 50% 50% No Case Management System - Analysis and design Op1, 2, 5 H 50% 50% No - Develop and implement Op1, 2, 5 H 33% 67% No - Solutions for specialised offices Op1, 2, 5 M 0% 0% 0% 100% No Jury Selection & Management System - Develop and implement Op 1, 5 L 100% No Courts Accounting System - Support and maintenance Op 1, 5 37% 15% 15% 33% Yes - Enhancement Op 1, 5 H 0 50% 50% No Irish Sentencing Information System - Develop and implement Op 2, 4 H 100% Yes Legacy and interim systems (Lotus Notes) - Support & Maintenance (existing systems) Op 1, 5 29% 18% 18% 35% Yes - Develop and implement Op 1, 5 M 50% 50% No COST 7.2 Corporate Solutions Ref STRATEGIC PROJECTS Strategic Plan CS2 CS3 CS4-5 CS7 CS7 CS7 X STRATEGIC ALIGNMENT Strategic Importance (H/M/L) IMPLEMENTATION PHASING '09 '10 '11 '12-'13 Committed (Yes/No) Website - Enhancement - Support and maintenance Op 1, 3, 4, 5 M No - Enhancement Op 1, 3, 4, 5 M 60% 40% Yes Strategic Reporting - Develop and implement Op 5 H 0% 0% 15% 85% No Records and Document Management Develop and implement Op 2, 3, 5 M 0% 0% 0% 100% No Financial Management System - Support and maintenance Op 5 20% 20% 20% 40% Yes Human Resource Management System - Support and maintenance Op 6 20% 20% 20% 40% Yes Funds Accounting System - Support and maintenance Op 1, 5 20% 20% 20% 40% Yes Other corporate systems (various) - Support and maintenance Op 5 37% 15% 15% 33% Yes - Enhancement Op 5 M 100% No COST 20

22 7.3 Technology and Infrastructure ICT Strategy for the Courts Service (Update) STRATEGIC ALIGNMENT Ref STRATEGIC PROJECTS Strategic Plan Strategic Importance (H/M/L) IMPLEMENTATION PHASING '09 '10 '11 '12-'13 Committed (Yes/No) T1 Application platform Op 1, 2, 5, 6 H 100% 0% No T2 Infrastructure Upgrade All H 100% 0% Yes T5 Mobile and Remote technology Op 2 M 60% 40% Yes T6 Future Proofing/Technology Refresh All 13% 38% 50% No T7 Communication tools Op 2 L No T8 Evidence Presentation Op 2, 4 L No T9 Digital Audio Recording Op 2, 4 H 80% 20% Yes T10 Video Conferencing - Support and maintenance Op 1, 2, 5 25% 15% 16% 44% Yes - Enhancement and roll out Op 1, 2, 5 L 0% 50% 50% No X Licencing & Maintenance All 17% 19% 19% 45% Yes X Managed Service Contract (Outsourced ICT) - Standard contracted services All 20% 20% 19% 41% Yes - Additional services All H 60% 40% No X Wan Rental & CCC Connectivity All 19% 20% 20% 41% Yes X Telephony All ##### #DIV/0! #DIV/0! #DIV/0! No COST 7.4 ICT Governance and Organisation STRATEGIC ALIGNMENT Ref STRATEGIC PROJECTS Strategic Plan Strategic Importance (H/M/L) IMPLEMENTATION PHASING '09 '10 '11 '12-'13 Committed (Yes/No) O4 User Skills and Training All 6% 12% 27% No O5 Project Mgt & Business Analysts All 20% No O2 Design Authority All H 100% No X ICT Governance Framework - Enhancement Op 5 No COST 7.5 egovernment Solutions Ref STRATEGIC PROJECTS Strategic Plan CS2 OS3 OS5 STRATEGIC ALIGNMENT Strategic Importance (H/M/L) IMPLEMENTATION PHASING '09 '10 '11 '12-'13 Committed (Yes/No) Intranet and Customer Portal - Stage 1: Requirements Analysis Op 1, 3, 4 M 0% 0% 10% 90% No - Stage 2: Develop & implement Op 1, 3, 4 M 0% 0% 0% 100% No efiling - Develop and implement Op 1, 3, 4 H 0% 50% 50% No eregisters - Develop and implement Op 1, 3, 4 H 0% 0% 0% 100% No COST 21

23 7.6 Business Continuity ICT Strategy for the Courts Service (Update) STRATEGIC ALIGNMENT Ref STRATEGIC PROJECTS Strategic Plan Strategic Importance (H/M/L) IMPLEMENTATION PHASING '09 '10 '11 '12-'13 Committed (Yes/No) T3 Server Consolidation All M 100% No T4 Host service All M 100% No X Security Enhamcement Programme All M 60% 40% No COST 7.7 Green ICT Ref STRATEGIC PROJECTS Strategic Plan X STRATEGIC ALIGNMENT Strategic Importance (H/M/L) IMPLEMENTATION PHASING '09 '10 '11 '12-'13 Committed (Yes/No) Green ICT - Develop green ICT policy Op 5 100% No - Implement a range of Green ICT initiatives Op 5 No COST 22

24 8. RISK ASSESSMENT The Courts Service maintains a corporate risk register to identify and manage the key risks, including ICT risks, facing the Courts Service. ICT Governance arrangements also include risk identification on project initiation and risk reporting throughout the duration of the project. This process and document does not serve to replace the risk management arrangements already in place but aims to highlight the high risks associated with this strategy. It was not considered possible or appropriate to define all risks but rather those risks which might have a high impact on the implementation of the strategy. The risks identified below will be included on the corporate risk register as appropriate and updated and managed during the period of implementation. Ref Risk Action Risk that funding for the overall programme may be insufficient due to the difficult economic environment within which the plan will be implemented and the significant constraints on public expenditure. This may result in an inability to meet user expectations and maintain/enhance service delivery standards. Risk that critical operational systems such as the civil case management system may continue to be delayed resulting in lack of return on investment to date, a delay in anticipated business benefits, and stakeholder disillusionment. Risk that recent policy developments in outsourcing may impact on the delivery, cost Projects have been and will continue to be rigorously prioritised to ensure impact is mitigated as far as possible. Cost neutral approaches and innovative funding arrangements will be pursued where possible. Phased approach for development of CCMS and other critical systems with a resultant phased requirement for funding. Pilot implementation will be adopted where necessary to prove the business case. Ongoing reporting of progress on the implementation plan will be communicated to key stakeholders. A submission has been prepared to evaluate and communicate current 23

25 Ref Risk Action and quality of services and/or require arrangements and agree a best fit, value significant restructuring and re-skilling of the for money solution for the Courts Service ICT organisation. (This is based on a realistic, as opposed to (The Courts Service manages its information complete, level of self sufficiency). technology infrastructure through an external managed service provider). Risk that funding constraints and/or other requirements may reduce the flexibility and 4 responsiveness of the organisation in serving A formal and rigorous process will its stakeholder basis. continue to be utilised to reconcile and (The multi-dimensional and dynamic prioritise competing initiatives. environment within which the Courts Service operates requires some flexibility in ICT planning and investment). Formal project reporting in line with the detailed and costed implementation plan Risk that prioritised projects may incur delays will help to ensure that individual projects and budget overruns; within tight funding are managed within defined parameters 5 parameters such overruns may have an and any project specific decisions are increased negative impact on other aspects of made within the context of the overall the strategy. programme. Reporting of individual projects to the ICT Governing Committee will continue. A significant amount of senior Risk that the amount and rate of management time will be invested in this environmental and organisational change, plan via the ICT Governance Committee. which has occurred to date, and will remain a 6 feature of the implementation period of this Formal reporting against the detailed strategy, may negatively impact on the rate of implementation plan will ensure that any implementation and the success in delivering risks, issues, or deviations are quickly of this plan. identified. 24

26 Ref Risk Action 7 Risk that unplanned or other ad hoc systems Ensure all such requests meet rigorous are required based on short term requirements criteria and are supported by sound for operational systems, leading to resources business case including ownership, costs, being diverted from longer term strategic benefits and commitment of resources. projects. 25

27 9. MONITORING AND REVIEW OF PERFORMANCE This update plan places an increased emphasis on investment evaluation, strategic prioritisation, programme and project governance and management, and implementation timelines to ensure that the most important strategies are prioritised and implemented within the context of limited resources and a challenging implementation period. The implementation work programme set out in section 7 will act as a key monitoring tool at all levels of implementation from ICT Governing Committee to the ICT Unit and individual project teams. This implementation work programme is supported by a more detailed work programme (Appendix II) which outlines individual project costs and more detailed timelines. Each project identified within the seven major strategic themes is also supported by a project charter and standard project management structures and arrangements including a dedicated business owner, project manager, business case and formal project reporting (including actual to budget analysis, project risk and issue logs). The ICT Governing Committee has overall responsibility for the governance of the ICT programme set out in this plan. Performance monitoring and review arrangements will be enhanced by the following during the period of this plan: The introduction of more formal and detailed investment appraisal criteria (Appendix I) supported by detailed business case arrangements to ensure that the most critical projects are progressed within tight funding constraints The introduction of full project accounting principles to ensure that the full cost of a project is understood and accounted for Performance measurement will be enhanced by ensuring that investment appraisal and business case arrangements described achieve the anticipated and measurable benefits. Benefits delivered will be tracked and measured against anticipated benefits outlined at the outset and reported to the ICT Governing Committee ICT implementation and performance management will be guided by the performance indicators set out in the Courts Service Strategic Plan Formal quarterly reporting to the ICT Governing Committee on the detailed implementation plan (Appendix II) 26

28 The following diagram depicts the ongoing framework for monitoring and review of performance: 27

29 Appendix I Investment Appraisal Form 28

30 Appraisal Checklist 1. Project Name N ame: 2. Project Description: 3. Project Ownership and management: Project Champion: Project Manager: 4. Key Performance Objective / Expected Business Outcome 5. Operational Priority Indicate (X) which of the following priorities (one or more) the proposed project supports and include any explanatory commentary as appropriate. X Comment, if appropriate - 1. Put the Needs of the Court Users First - 2. Support the Judiciary - 3. Improve Access to the Courts - 4. Improve Understanding of the Courts - 5. Transform Service Delivery - 6. Be an Employer of Choice 6. Project Timeline - Planning - Requirements Definition - Design and Development - Implementation Relevance (X) Duration (mm/yy to mm/yy)

31 Appraisal Checklist 7. Investment Level el Year 1: Year 2: Year 3: 8. Risk Profile High Above Average Below Certain Average Average Outcome Comment on risk ranking including specific risks associated with project 9. Revenue generation ation/cost saving opportunities Describe any revenue generating potential or cost saving opportunities associated with the project indicating their nature, the level per annum ( ), and the anticipated timeline to generate such revenue/cost savings e.g. by end of year three. 10. Other Considerations FOR ICT GOVERNING COMMITTEE ONLY Simple Payback in years : 2. Conclude Go No Go Research Phase out Further to longer term Comments Signed: Date:

32 Appendix II Detailed Implementation Work Programme (For Internal Use Only) 29