Department for Internal Development-IT Strategy 2011-15 2013 Revision

8/10/2019 Department for Internal Development-IT Strategy 2011-15 2013 Revision

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Department for Internal Development-

Strategy 2011-15(2013 Revision)


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Business Context

Current Business Opportunity as well objective world poverty

Fosters healthy partnership with the governments, civil society, private sector as we

Focuses on output and result with greater emphasizes laid on wealth generation

and girls and women

Target Pakistan and Afghanistan to reshape the way these countries and their gover

achieve the historic 0.7% ODA/GNI ratio in 2013

Change Plans Expects to have more flexible and influential workforce which is self dependent wit

Information Age

Main aim is to reduce the core administration expenditure and maintaining the f

expenses

Planned reduction in number of overseas DFID offices and travels by use of video c


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Framework of DFID IT Strategy

Framework governing the IT strategy

Business Solutions Department (BSD) Key contributor and tech leade

Access to business architecture ,knowledge and information management

Remote, flexible and mobile working

Use of BYOD devices

Satellite communication o maximize the reach and convenience of communicatio

Humanitarian response

shift to digital channels for communications and cloud solutions

Good level of IT and digital competence

Collaboration across the departments with minimal infrastructure

Necessary, Adequate or Redundant? Necessary keeping in mind the wide scale spread of the initiative requiring independency and

Future, needs to exploit and keep pace with the emerging technologies as well as make a

analysis before developing on that


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Expectations from IT for DFID Reduce administrative costs (Drive cost savings)

Increase efficiency and delivery of initiatives

Identification and management of information risks by BSD

Appropriate access to systems and information by the end user

Maintain a balance between security and sharing

Remote, flexible and mobility in working with minimum dependency on hardware and equipment

Access to info as and when users need it

Maintaining the Global Communications network and reduce its delivery cost

Satellite communications for fragile states with poor infrastructure

Officein a box

Digital Strategy:

Reduction in IT contractors and suppliers

Building IT Capability for betters results and transparency

Reduce carbon footprint

Collaboration between various partners


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Specific Technologies to be Invested Into

Cloud Solutions

Maintain adequate Standards for Digital strategy to bring more and more peopdigital media platforms

Cost savings

make them smoother and more reliable

Enable transfer of technology across multiple user devices leveraging t

devices and apps to reduce paper work E.g.: Driving license applications

Common framework for all government systems to remove redundancy

Equality Impact assessment

Central Integration Layer using SOA principles


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IT Governance- Finance and Approval

Corporate Body/Unit Responsibilities

Chief Information Officer IT delivery ,development and support

Corporate Performance Group

Managing investment of admin capital Change Projects

Decisions on projects more than 0.5 million inves

BSD Board Take decisions on projects less than 0.5 million in Monitor progress against plan

Risk management and cost benefit analysis

DFID & Cabinet OfficeSpending Controls

Financing the expenses.

Final call by ministers

1. To much government dependent2. Bureaucratic structure might result in delays and lack of efficiency3. Agile approach is not the success mantra always.

4. Has not been success in all historic cases


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IT Governance- InformationAssuranceCorporate Body/Unit Responsibilities

Chief Information Officer Deputy Senior Information Risk Owner

DG of Corporate Performance Group Senior Information Risk Owner.

Information Security Management Group Advisory to CIO

IT Security Officer Accreditation of IT systems Independent of CIO

Architecture & Design Review Board Ensuring new systems conform to standard

Any deviation to get approval from Head o

Innovation Team.

Change Agreement Board Approve the deployment of all systems into

environment.

Ensuring all stakeholders are satisfied.

1. Separate Risk Assessment Team.

2. Security standards should be updated to new 2013

3. Head of Business Innovation Team has influence of Government.


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Charge back versus Show back Model

Charge back Model

Bills are send to different department based on their demand as well as usage of resour

Disadvantages:

If each department has its own resources then utilization is not efficient.

Accounting becomes a problem in case of sharing of resources among the departments

Conflict of interest bound to arise

Show back Model:

Bills are not send just the notifications of the usage to keep a track and be awareness o

resource utilization.

Financial purpose it is serving:

Encourages better transparency and efficiency in use of resources

makes accountability easier

Resource sharing is easy to track


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Metrics to measure contribution of IT

Informational and operational risk management through BSD governance framework

UYOD and BYOD policy to ensure flexible working

Strengthening of network monitoring tools to improve planning bandwidth capacity

Satellite Communication

Unifies conferencing to DFID sites

Improving the existing systems to improve reporting capabilities and flexibility

Publishing the open data to make it more transparent

Creation of Digital Advisory Panel

More emphasis on staff self help and self service

virtual server technology to monitor performances

Management information project in early 2014 to capture information, perform analysis for d

making


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Required Skill set for IT Implementation of DF


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Skill development Initiative: Engagement of PrSector

Vocational training programmes

Inculcation of youth

Target women

Training market trough competitive contracting

Public and private training based institutes

Introduction of required certification programmes for rightful recruitment


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Prime purpose was to non-staff IT spend by 50% while meeting ICTsneeds

Focus on in-house and open source packages to drive cost cutting

Use of Government framework contracts including G-Cloud and Digital Services Frame

cost and services at right price

Internal training to generate talent pool

Centralized procurement of IT Goods and Services through BSD to ensure the fit

consistency

IT Sourcing Policies of DFID


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Comprehensiveness of IT Road map

Financial

Cost savings through increased reliance on efficient IT processes. Showback cost model to acco

accurately the IT expenses of each department. Reduction in non-staff and staff costs.

Technological

Sharing and interoperability of systems; Digitization of communication channels; satellite chann

states; global communication networks. Feedback mechanism

Human

Remote, flexible and mobile working of employees; Training staff and promoting self service

Social/Cultural/Environmental

Reduce poverty; focussing on wealth creation, girls and women; Humanitarian, Emergency respreducing carbon footprint. Open and transparent operation

Collaboration

Between governments, civil societies, private sectors and multilateral institutions

Documents

Department for Internal Development-IT Strategy 2011-15 2013 Revision