Surrey County Council for the county of Surrey was created in 1888 and moved to Kingston in 1889 from Newington when Newington was incorporated into London. The Conservative-controlled council has 80 councillors.
When did you start your current role?
Have you completed an MBA?
No but I do have a DMS
Technology strategy and spending
What is the major transformational IT project that has been recently completed, or is underway at your organisation?
Major transforations in all services across the Council - Social Care, Youth, Environment, Highways, Libraries, Schools, Shared Services
Over the last year we have increased the numbers of users we support by 50% by providing services to other County Councils, Borough & Districts, Health Partners and other third parties. This is built on a common shared infrastructure - Surrey Cloud with a shared network and 2 shared datacentres. Next stage of the strategy is to share applications and data across Public Sector Organisations to enable us to work more effectively - this is underway in Social Care, Health and with a shared office strategy across the County.
What impact will it/does it have on the organisation?
The Council has been saving in the region of £70m per annum for the last 3 years with a similar requirement for the next 3 years at a time of increasing demand for school places and to support an aging population so there is a burning need to transform and significantly improve performance whilst signicifacntly reducing costs.
What new strategic technology deals has your organisation struck and with whom?
BT for Public Service Network, IBM, Microsoft, Bull and Lenova for IT Equipment and Software,
SAP, Northgate, LiquidLogic, Axiell, Kier, Squiz for IT applications
Name your strategic technology suppliers?
BT, Capgemini, IBM, SAP, Microsoft
What is the IT budget?
£21m per annum
If you can’t tell us the IT budget, how much is the IT operational spend compared to the revenue or company turnover as a percentage?
What is the strategic aim of the CIO and IT operations for the next financial year?
Provision of innovative, effective and reliable IT Services, delivering transformational IMT projects successfully and maintaining excellent relationships with Customers and Partners
Would you describe the CIO role as a transformation leader in your organisation?
Describe the transformations you have led / been involved in, how did they transform operations, customer experience or the organisation?
Transformations Programmes have been delivered across all services with the introduction of new ways of working, new applications and new infrastructure. This involved a complete change to our organsiational strructures, roles and responibilities, business processes and supporting technology. Many servcies have been revamped and are using Digital Technologies to support different ways of working - this is especialy prevalent in Schools, Youth Services and Libraries.
Over the last year we have increased the numbers of users we support by 50% by providing services to other County Councils, Borough & Districts, Health Partners and other 3rd parties. This is built on a common shared infrastructure - Surrey Cloud with a shared network and 2 shared datacentres. Next stage of the strategy is to share applications and data across Public Sector Organisations to enable us to work more effectively - this is underway in Social Care, Health and with a shared office strategy across the County.
In addition we have some cross cutting IT Strategies to support the whole organisation and public sector across Surrey - these include a Modern Worker Programme to update technologies across the Council (Digital, Agile, Engagement and Colloboration), This programme won the SOCITM Award for Innovation in 2013..
Beyond technology, can you describe a business transformation programme that you own or contribute to?
Making a Difference - in excess of £50m have been saved by office reduction, new ways of working, cultural change and the introduction of flexible mobile technologies.
What key technologies are being considered to enable transformation?
Remote working, unified comms, Public Service Network, mobile applications
What percentage of your applications / infrastructure is run from the Cloud?
10% in the Public Cloud and the rest from a private Surrey Public Sector Cloud
How is the use by employees of their own technology, use of mobiles and social networking impacting operations, customer experiences or the organisation at present?
Massively especially in Schools, Youth Services and Libraries.
Do you have a plan in place for how to deal with shadow IT and BYOD. How do you influence and engage executives, place the right controls around employee choice and engage with the organisation on this issue?
We do have plans in place but also tight compliance regimes as part of PSN. We are currently undertaking a large Data Clasiification Programme to support a more enlighted approach where we secure data appropriately and move towards being device agnostic.
Where do you seek transformational inspiration from?
Other peers, Government Digital Services, Vendors and industry best practice
The CIO role in the business
Who do they report to?
Does the CIO have a seat on the board? No
How often do you meet with the CEO?
Does your organisation have a digital leader and what is the difference in their responsibilities to yours?
Yes a Chief Digital Design Officer responsible for overall transformation programme across all services, processes, organisation, locations, information, applications and technology. This is a major change, education and cultural challenge for the whole organisation but is critical to our future success.
What percentage of IT budget do you control and what percentage of IT budget does your digital peer hold?
100% CIO, - CIO responsible for delivery and support
The IT department
How many staff make up the IT team?(What is the split between in-house/outsourced staff)
156 all insourced
Describe the CIO’s management team, do you have direct reports that develop the relationship and services between the business and IT?
5 Direct Reports - Infrastructure, Business Solutions, Resources and Commercial, Partnerships and Digital Technologies. Relationships between IT and the business are managed via Strategic Technology Boards in place for all 5 Strategic Departments - these boards prioritise, monitor performance and set IT Strategy. In addition we have some cross cutting IT Strategies to support the whole organisation and public sector across Surrey - these include a common network, data centre, technical strategy and a Modern Worker Programme to update technologies across the Council.
How many log-in accounts do you issue across you organisation?
What is the primary technology platform?
SAP, ICS, AIS, SQUIZ, Maximo, BTCC