DIGITAL FIRST STRATEGY - Northern Ireland Assembly · 2015-06-15 · Digital First Strategy Page | 5 Executive Summary 1. There is a general trend towards digital means to support

DIGITAL FIRST STRATEGY

Approved by the Assembly Commission on 18 February 2015

Digital First Strategy

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Version Information

Version Number Author Date Comments

0.01

Stephanie Mallon

February 2014

Draft for Consultation

0.11

Susie Brown April 2014 Amended draft for

consultation

0.12

Susie Brown August 2014 Amended draft

0.13

Susie Brown December

2014

Implementation

timetable updated

0.14

Susie Brown January 2015

Updated following

feedback from Digital

First Project Board.

1.0 Susie Brown 18 February

2015

Approved by the NI

Assembly Commission


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Thanks to colleagues in the Scottish Parliament for sharing their work on their

Digital Strategy which has informed the development of this strategy. The

synergies can be seen in the shared objectives of both legislatures.


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Table of Contents

Executive Summary .............................................................................................. 5

What will it look like? ............................................................................................. 6

Who will participate? ............................................................................................. 7

Equality…………………………………………………………………………………...7

External drivers ..................................................................................................... 8

Internal drivers ...................................................................................................... 9

Benefits ............................................................................................................... 11

Vision and Objectives ......................................................................................... 13

Programme approach ......................................................................................... 14

Governance ........................................................................................................ 19

Implementation Timetable ..................................... Error! Bookmark not defined.


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Executive Summary

1. There is a general trend towards digital means to support communication.

As part of the Assembly’s efforts to seek efficiencies and meet its

corporate objectives of Providing Outstanding Parliamentary Services and

To Be an Efficient and Progressive Organisation, this Digital First Strategy

has been initiated.

2. Digital First means digital by default. It means looking first to digital as a

way of delivering information, services or any other function of the

business and then distributing it in various ways - web, mobile devices,

and paper. It does not mean web-first, web-only or the end of print. Digital

might not always be the appropriate solution but the Assembly will look

first at whether there is a digital solution to a challenge or opportunity,

before looking elsewhere.

3. The Assembly currently creates information primarily to be printed. The

ongoing developments of the Assembly Information System (AIMS) and a

project to develop e-committee packs to replace hard copy have been

successful and mean that we can produce more content electronically.

There is scope and significant Member, Secretariat and public expectation

to do more.

4. This strategy offers the prospect of an Assembly which engages in a

manner that meets the demands of the legislative business as well as

those who wish to participate in the wider democratic process.


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5. This strategy sets out the rationale for a Digital Assembly with supporting

programme and governance considerations. Digital used to be the

concern of one or two business areas (IS Office and Communications

Office) but it will soon permeate all areas of work in the Assembly. This

transition will require the right level of resourcing, leadership and

engagement from across the organisation. The strategy recommends a

phased approach to change which will impact infrastructure,

organisational culture, workflows, and access to software and hardware

tools to produce digital services and products.

6. Its success will depend on collaborative working and openness to

innovation across the Assembly. It will require a significant cultural change

within the organisation and importantly for MLAs and their staff. Change

will be supported at a senior level and Assembly Commission (the

Commission) approval will be sought. Member adoption and support is

vital, therefore open and frequent communication with, support for and

feedback from Members is a constant feature of this strategy.

What will it look like?

7. When delivered the Digital First Strategy will provide internal and external

stakeholders with digital experiences that:

increase their understanding of the Assembly

invite stakeholders to participate


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provide them with easy access to information

encourage them to explore content more deeply

present a user friendly and functional interface whatever their device

take place on the platforms and websites they use

minimise any obstacles they may encounter e.g. accessibility and

equality issues

8. When planning the creation and communication of information we will

continue to consider all forms of content e.g. video, audio, photo etc.

9. Content will continue to be well-produced and then pushed through

appropriate platforms i.e. web / mobile first and paper later if necessary.

10. There will be further reductions in print as well as improvements to digital

production (mobile friendly layouts for more devices) of information and

retain minimal re-focused print.

Who will participate?

11. Digital is not the remit of a single business area. All Assembly business

areas will have digital activity as part of their business plans and will be

expected to undertake more digital activity in the years to come. It will of

course require a significant cultural change within the organisation, MLAs

and their staff. These changes will be supported at a senior management

and Commission level.


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12. We will need to ensure that all staff are empowered to use digital as part

of their work. Investment in training, software and hardware tools,

professional development and performance management will all be part of

the required transformation of the organisation.

Equality

13. The Commission’s Equality Scheme outlines how we should fulfil our

statutory duties under Section 75. The Commission gave a commitment to

screen new and revised policies to identify any impact the policy may have

on any of the nine Section 75 groups, namely: people of different religious

belief; people of political opinion; people of different racial groups; people

of different ages; people of different marital status; people of different

sexual orientation; men and women generally; people with a disability and

without; people with dependents and without.

14. If a policy is found to significantly impact on any of the groups, then the

Commission will carry out an Equality Impact Assessment (EQIA). To

ensure that this Strategy is reflective of the needs of stakeholders, an

Equality Impact Assessment will be carried out once the Draft Strategy

has been approved by the Assembly Commission.

External drivers

15. There have been significant changes in how we consume information in a

short time. MLAs are already active on social media and this is echoed in


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the multi-platform approach which the Assembly uses to get our message

out.

16. There is significant MLA and staff expectation that advances in

technology can support and improve how we work. Further, our

audiences are increasingly asking, and expecting, to access information

online and in electronic formats.

17. The pace of technical development is rapid. While this strategy makes

recommendations for this current period, it cannot predict how future

habits and methods will develop. Therefore, it is important that this

strategy is reviewed and updated regularly to reflect relevant

developments.

Internal drivers

18. The proliferation of mobile technology, most notably tablets, has been

remarkable in the past three years with significant numbers of staff and

MLAs owning their own devices.

19. The introduction of the Electronic Committee packs and the supply of

tablets to MLAs and other users since mid-2013 has been positive as

evidenced in the recent Members’ Survey. The use of tablets has reduced

the volume of print and made better use of staff resources.

20. It is anticipated that there is significant synergy with the current

Information Systems (IS) strategy, programmes and development of


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services which will minimise costs. Opportunities to reduce costs in

printing and in staff time are one of the drivers of the programme.

21. The development of the Assembly Information Management System

(AIMS) means that Assembly information is readily available, can be

filtered and refined to suit a user's purpose, and in a very short time has

become embedded in Assembly processes.

22. A new digital archive for broadcasting content has allowed the Assembly

to increase the video content available via YouTube, SoundCloud and the

Assembly website, increasing opportunities for the public to view and

share the work of the Assembly.

23. The recent cultural change to digital based processes is evident at the

heart of the Assembly by way of a Speaker’s ruling in 2012 to allow the use

of tablet devices in the Chamber during plenary debates.

24. Assembly Committees want to improve their engagement with the public

and other stakeholders by making better use of their content on the

Assembly website, via social media and the broadcast/print media. They

have started a project that will transform the way they report the work of

Committees. They are talking to key target audiences to assess how they

want/need to access information and will then develop content to enhance

readership, accessibility and share-ability.


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Benefits

Support to the legislative work

25. Digital First will provide access to Standing Orders, Business Diary,

Questions, Motions, Bills, Committee data in a way that allows the data to

be interrogated, owned, shared and understood in new ways.

26. It allows MLAs to receive information instantaneously, without having to be

in Parliament Buildings or a constituency office. It means that information

can be accessed in a way that suits MLAs. It allows documents to be

accessible by different people in different places.

Accessibility

27. Using a digital version of data/information creates the opportunity for it to

be formatted in different ways. For example, documents can be made

available in larger print, read-aloud and translated.

28. However, some care must be taken that none are left behind in the digital

divide, and that the information is still supplied in an accessible format.

This may mean availability of a printed version if this is the best solution.


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Engagement

29. The Assembly’s Engagement Strategy1 identifies how the Assembly will

encourage wider citizen participation and inclusion in the work of the

Assembly. It identifies barriers to participation and the projects to help

overcome these. While the Engagement Strategy details a much wider

framework for public engagement, the Digital First Strategy dovetails with

it in instances where new forms of digital engagement are designed to

increase public participation.

Value for money

30. Demonstrating value for money is crucial. Immediate savings are clearly

indicated by a reduction in printing, postage and delivery costs. However,

there are more far reaching costs relating to better use of space, refined

business processes and better use of staff time. Future investment in

hardware and technical support will be needed and this too must be

measured against value for money constraints and whether finances are

available.

1 The Assembly’s Engagement Strategy 2015-2015 is currently out to public consultation and is

available on the website at:

http://www.niassembly.gov.uk/globalassets/documents/corporate/eqias/engagement-

strategy/engagement-strategy-2016.pdf

http://www.niassembly.gov.uk/globalassets/documents/corporate/eqias/engagement-strategy/engagement-strategy-2016.pdf

http://www.niassembly.gov.uk/globalassets/documents/corporate/eqias/engagement-strategy/engagement-strategy-2016.pdf


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Vision and Objectives

Vision

31. Through embracing digital activity and increasing skills across the

organisation we will use digital platforms and channels to provide rich

content for external and internal stakeholders enabling them to participate,

interact and engage with the Assembly.

Objectives

32. To provide MLAs and Assembly staff with the information, support and

technology to allow them to carry out their responsibilities effectively,

efficiently and professionally.

33. To explore and exploit digital technology to streamline workflows and

improve efficiency by maximising staff time and reducing print and

associated costs and to improve the Assembly’s environmental impact.

34. To use digital tools and information to engage, inform, facilitate and

improve people’s participation and engagement in Assembly business and

the wider democratic process.

The Digital First Project will seek to deliver:

35. Internal efficiencies – e.g. no requirements for manual distribution of

papers.

36. Reduced costs associated with printing and publishing – e.g. origination

and formatting costs, overnight print runs.


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37. Streamlined internal workflows and processes to ensure that staff are

empowered to use digital as part of their work.

38. Change in culture and environment, more internal and external users

wanting to access information on different platforms.

39. Improved sharing of information and knowledge

40. Increased availability of information regardless of time and place (MLAs’

tablets, laptops, mobiles)

41. Environmental impact– simple reduction in the amount of paper used.

Programme approach

42. To achieve our vision and objectives we will take an approach that is:

centrally governed through the Digital First Board and devolved

across the organisation

stakeholder/audience-centred and insight-driven

constantly evaluated and enhanced

well designed and built

distributed across multiple platforms

open and sharable

sustainable and scalable

43. The Digital First Strategy will be implemented in three phases;


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Phase 1 - Adopt – consolidate all the changes and efforts already

made and move to provide key products and processes digitally;

Phase 2 – Adapt - ensure that systems and workflows can be

adapted to meet individual needs; and

Phase 3 – Transform - i.e. when digital delivery of all the

Assembly's information is the primary communication route.

These phases will require significant changes to the Assembly’s

operations, products and culture. This in turn is likely to require the

Assembly to invest and reallocate resources for training, software and

hardware tools. We will aim to become a more agile organisation well

placed to meet challenges and seize opportunities.

44. We will phase out our print-centric infrastructure by reducing the need for

printed information and review the levels of need for external contractors.

This will result in a reduction in expenditure and potential re-allocation of

resources.

45. The Assembly website has been upgraded; it is now fully responsive and

adaptive to deliver the best possible experience for users regardless of

device used. We will continue work to improve the visitor journey through

the website and maximise the opportunities available through the AIMS

and its planned development.

46. There are a number of existing projects that link to the preparation of this

Strategy. We will consider these as part of this Strategy development and

implementation. They are:


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Strategic Planning 15+

Business Efficiency Programme Reviews of Information

Governance and Financial Governance

Review of Information Management Strategy

Engagement Strategy

Environmental Strategy

Equality Policies

IS Strategy (2014)

Review of fully managed plenary printing, publishing, miscellaneous

printing and associated service contract

Phase 1 – Adopt

47. Many of our products and activities are already produced and available

digitally. The first phase of this Strategy will consolidate those efforts and

move to provide key products and processes digitally.

Implement recommendations of the print review project

Work with colleagues to scope out new arrangements for print and

publishing.

Ascertain current capabilities and gaps in ability/knowledge for

digital content creation and sharing. Adopt an approach of digital


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first in content design making full use of the opportunities that

technology provides to change systems and business processes.

Assess the need for and provide training to MLAs, their staff and

Assembly staff to develop their knowledge and understanding.

Continue the development of SharePoint as a meeting and

information sharing tool.

Assign a dedicated officer to develop strategy to create and

maximize relevant, useful and easy to understand content for the

Assembly’s website and social media outlets that meet the

requirements of internal and external stakeholders.

Assess and manage MLA engagement, expectations and adoption

rates.

Phase 2 – Adapt

48. The second phase is marked by ownership of the processes and data. At

this stage we will seek to ensure that systems and workflows can be

adapted to requirements:

Personalisation of Digital First processes to suit each user’s needs

Parallel running of current and Digital First arrangements

Evolution of Assembly roles and responsibilities

Continued development of the Assembly website


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Upgrade of the intranet (AssISt) by way of an upgraded content

management system.

Ensure new communications strategy includes and integrates social

media plan to support business areas’ digital presence

Collaborate with key external agencies. An example of this is the

Northern Ireland Civil Service Knowledge Network Rewrite Project –

Departments will be able to remotely populate Assembly

information like Assembly Questions.

Phase 3 – Transform

49. The Assembly will be in the transformation stage when digital delivery of

all the Assembly's information is the primary communication route. It will

require all processes and data to be transformed to ensure the Digital First

vision and objectives are achieved i.e.

Customised information for MLAs.

Provision of data that can be readily interrogated, shared and used

by all stakeholders. Many services are already available via the

open data services2.

Improved methods of remotely accessing communication channels

using mobile devices.

2 Open data is data that can be freely used, reused and redistributed by anyone - subject only, at

most, to the requirement to attribute and sharealike. http://data.niassembly.gov.uk/

http://data.niassembly.gov.uk/


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Development of analysis is important to ensuring success. Key

performance indicators (KPIs) will be developed which are likely to

include:

Content – e.g. visits, repeat visits and dwell time

Social Media – e.g. numbers of comments, followers, and

sharing

Efficiency savings

Organisational change e.g. milestones for training,

development and establishment of new processes.

Fully trained and confident Assembly Secretariat.

Governance

50. Digital First will succeed through the leadership of the Secretariat

Management Group supported by an appropriate governance and

reporting structure in order to balance digital ambitions with available

resources and ensure that sustainable approaches are taken, and set the

roadmap for change by:

defining lines of responsibility and accountability;

supporting the project team by providing resources and direction,

decision taking and problem solving;

and communicating with and disseminating information to

stakeholders.


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Roles

51. This section details the individuals and groups with a specific role in the

Digital First programme.

Secretariat Management Group (SMG)

52. SMG has a principal role in initiating, driving and supporting the

programme. It will:

Agree the vision, objectives, and phased approach detailed in this

Strategy.

Agree to commit appropriate resources to the programme.

Agree to progress projects currently at the pilot/exploratory stage.

For example, Research and Library Service briefings/website

developments, initial ideas for development of the business diary as

an e-book, and digital committee reports.

Senior Responsible Owner (SRO)- John Stewart, Director of Information

and Outreach

53. The SRO is accountable for the success of the programme. As a member

of SMG, the SRO carries authority for overseeing the strategy, can

manage the transformational aspect of the programme and is empowered

to decide and direct at milestone stages. He will:

Chair the Programme Board and be accountable for achieving

objectives and for governance arrangements


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Provide leadership and overall direction on how to achieve the

vision and implementation of the programme.

Secure the required investment

Develop and own the Business Case

Manage the interface with key senior stakeholders

Manage the key strategic risks facing the programme

Maintain the alignment of the programme to the objectives of the

Corporate Plan.

Project Manager (PM) - Susie Brown, Head of Communications and

Outreach

54. The PM will be responsible for ensuring that all activities are resourced,

scheduled and delivered, including

Day-to-day planning and management of the programme

Ensuring key documents are created, updated and distributed as

necessary

Monitoring the programme’s budget and expenditure

Collaborating with colleagues to ensure that the timing and

content of planned programme deliverables are achievable

Managing the communications with and contributions from

stakeholders

Communicating with and reporting regularly to the SRO and the

Project Team and seeking appropriate approval


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Ensuring appropriate internal and external consultation with

stakeholders in line with our statutory duties on equality.

Project Board (PB)

John Stewart, Director of Information and Outreach

Simon Burrowes, Editor of Debates

Susie Brown, Head of Communications and Outreach

Brian Devlin, Head of IS

John Gibson, Head of Procurement

Tracey Wilson, Information Officer

Sebastien Mingout, Support Services Manager

Michael Cochrane, Application Development Manager

55. The Project Board will be responsible for approving and amending the

programme in line with the operational plans and priorities of the

organisation. It will:

Take responsibility for the project’s feasibility, project plan and

achievement of objectives

Provide the Project Manager with guidance on project business

Be mindful of current financial constraints and deliver effective

value for money solutions

Report on progress to the Commission


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Ascertain current capabilities and gaps in ability/knowledge for

digital content creation and sharing.

Ensure availability of appropriate training and support for users

Adopt an approach of digital first in content design making full use

of the opportunities that technology provides to change systems

and business processes.

Ensure two-way flow of information to and from their respective

business areas

Project Team

56. The project team will include representatives from:

Business Office

Committees

Hansard

Facilities

Bill Office

Outreach

IS Office

Procurement

57. The Digital First Project Team will be responsible for representing their

respective work areas across all of the phases of the strategy. They will

cascade the elements and projects of the strategy accordingly. This will


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ensure that all Secretariat Staff are aware of the impacts of Digital First

and what is required to adapt and make changes in processes and

workflows. Specifically the Project Team will:

Represent their business areas and understand and manage the

impact of change

Own the resolution of programme risks and issues

Identify gaps in service and suggest operational solutions

Be local champions

Review current publications, products and services.

Review current workflows and processes

Begin to disassemble the Assembly’s print-centric infrastructure and

re-allocate resources formerly directed at print.


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Implementation Timetable This timetable will be regularly reviewed and updated along with any review and updates needed for the Digital First Strategy.

Phase 1 – Adopt: consolidate the changes and efforts made and move to provide key products and processes digitally.

Dates

Task/Action Status Update

June 2014 to June 2015 Implement recommendations of the print review project. Parallel running of current and Digital First arrangements.

In progress In progress

July 2014 - All Secretariat printed copies withdrawn. September 2014 - Written Answer Book discontinued. October 2014 – Communication with MLAs sent regarding withdrawal of printed copies. September 2014 - Business Office began emailing Questions content to MLAs. April 2015 – Printed copies of Daily Books (Hansard) withdrawn

September 2014 to January 2015 Print Review Group to scope requirements for continued print requirements and complete Business Case. Organise and attend market sounding meetings to discuss market position, requirements, capabilities and gaps in ability/knowledge for digital content creation.

Completed Completed


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Dates


September 2014 to October 2014 Assign a dedicated officer to develop strategy to create and maximize relevant, useful and easy to understand content for the Assembly’s website and social media outlets that meet the requirements of internal and external stakeholders.

Completed

September 2014 to September 2015 Redevelop the Assembly website.

Completed (December 2014)

September 2014 to June 2015 Ensure new communications strategy in conjunction with the Engagement Strategy includes and integrates social media plans to support business areas digital presence

In progress Draft strategy completed

November 2014 to July 2015 Roll out of new laptops to MLAs and their staff. Awareness and Training of digital resources to be provided as part of the roll out. Further training will be provided as further needs are identified.

In progress

December 2014 to July 2015 Begin Evolution/Training for new Secretariat roles and responsibilities

Not started

January 2015 to July 2015 Procurement Competition for contract for the distribution of Assembly information. Award date expected to be mid-June 2015. Implementation June 2015 to July 2015

In Progress Deadline for submissions 3rd

June

January 2015 to July 2015 Assess MLAs' engagement and adoption rates through follow up communications.

Ongoing Communications sent regarding withdrawal of Official Report as printed copy. No feedback received. No feedback received on any measures already applied.


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Phase 2 – Adapt - ensure that systems and workflows can be adapted to meet individual needs

Dates


January 2015 to September 2016 Redevelop the intranet (AssISt) by way of an upgraded content management system.

In progress Project Board and Team established. Discovery/Research underway

June 2014 - Ongoing Continued development of AIMS to provide data that can be readily interrogated, shared and used by others. e.g. expansion of the current open data services.

Ongoing

January 2015 – Ongoing Continued development of the Assembly website including site architecture, content, functionality, user needs etc.

Ongoing

January 2015 – Ongoing Development of internal capability to format and originate documents e.g. Committee Reports: Development & use of templates

Ongoing Committee Report template provided to Committee Report Group for trial and use by Regional Development.

August 2015 - Ongoing Continued Evolution/Training for new Secretariat roles and responsibilities

Not started


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Phase 3 – Transform - i.e. when digital delivery of all the Assembly's information is the primary communication route

Dates


August 2015 to March 2016 Organisational change - identify milestones for:

Training Development and establishment of

new processes. Development and launch of new

digital services and tools

Not started

August 2015 to March 2016 Development of analysis is important to ensuring success. Key performance indicators (KPIs) will be developed which are likely to include:

Content – e.g. visits, repeat visits and dwell time

Social Media – e.g. numbers of comments, followers, and sharing

Efficiency savings

Not started

Documents

DIGITAL FIRST STRATEGY - Northern Ireland Assembly · 2015-06-15 · Digital First Strategy Page | 5 Executive Summary 1. There is a general trend towards digital means to support