Welsh Government EnglishCymraeg

We are always looking to improve our website and value the feedback of our customers. Please could you complete the Customer Survey (this link will take you to an external site). This survey should take no more than 5 minutes to complete.

ICT Strategy 2021-2026

This page sets out our ICT strategy, which is designed to support the delivery of our vision, Brighter Futures.

Introduction

This ICT strategy is based on a number of core principles which aim to provide a framework by which ICT solutions can be designed to support the aspirations and delivery of Brighter Futures.

The core principles of the strategy underpin an ICT infrastructure that is fit for purpose, well integrated, supports agile working and facilitates improved communications, whilst being secure, resilient, and affordable.

Data privacy is embedded in solutions by default and systems and processes are designed to reflect this. A Data protection Impact Assessment (DPIA) will be carried out for all new systems.

There is an emphasis on business requirements and governance as Careers Wales (CW) continues to work in an agile way. Consideration is given to a range of technologies to ensure they are appropriate and cost effective and a continued move to cloud-based solutions with a ‘hybrid’ model where some will be hosted in the cloud and some on premise.

Purpose of the Strategy

The ICT strategy will:

  • Underpin high level company objectives by setting out how CW expects to use technology to help meet the goal in Brighter Futures:
    • ‘To develop a skilled, engaged, and agile Careers Wales workforce and enable the delivery of high performing, customer-centred services’
  • Provide the framework for the ICT and digital teams to deliver on the company’s digital vision:
    • ‘To create digital services that meet customers' needs, enabling them to create brighter futures which are supported by a skilled, agile, connected, and collaborative workforce’
  • Provide the context for ICT related investment decisions and with the business cases that will be brought to the Digital Steering Group, identify major items of expenditure that will inform financial planning
  • Indicate how ICT can support CW to achieve efficiency savings and cost reductions
  • Provide consistency and common purpose when aligning technology choices with business needs, to implement solutions that are future proofed, able to accommodate fast paced developments in technology, secure, affordable, supportable and well governed

Strategic drivers

The key drivers for this Strategy are:

Brighter Futures

Over the next five years we will:

  • Develop personalised, customer-centred services, enhanced by technology, responsive to user needs and accessible to all
  • Create a skilled, engaged, and agile Careers Wales workforce that is inclusive and supportive of employee wellbeing
  • Optimise our use of technology to transform our ways of working and develop the digital skills and capabilities of all Careers Wales employees

Operational Plan

Welsh Government provides a remit letter every three years that outlines what they expect CW to deliver, to support key government policies and strategies. CW produces an operational plan outlining the services they will provide to meet the objectives set in the remit letter. Each department, including ICT, then produces an implementation plan outlining the actions they will take to support the achievements of the operational plan.

Data protection regulations

Data protection regulations demand that management and privacy of information must be at the core of business systems and process design. The company’s Data Protection Officer will work with all elements of the company to ensure a robust governance process is followed around data management.

Business continuity

We will aim to move most back-office systems to the cloud over the next 5 years. Currently, CW’s core ICT infrastructure is in Crosshands with a backup site at Wrexham. We also have a growing tenancy on Azure (cloud based) which hosts email, file structure, Active Directory, CRM database and HR system.

We will aim to move most back-office systems to the cloud over the next 5 years. The infrastructure gives us on premise, cloud based and off-site back up capability. Additionally, restore from back up will be tested yearly.

ICT Strategy core principles

This ICT strategy is based on six core principles, which collectively provide the framework by which ICT solutions are delivered.

1. Reduce costs and ensure affordability

We will seek to reduce costs and maximise efficiency with technology using such things as:

  • Design and deploying a core technology model based on several well-integrated underlying platforms that support a single view of customer and staff information held only once, whether that be cloud based on premise, or a hybrid model as a means of controlling costs in terms of support, equipment, licences, training, and skills maintaining security. Where possible the number of diverse ‘back office’ systems will be reduced as rationalising systems can reduce costs
  • Accepting there is not a ‘one size fits all’ solution. Where specialist applications are needed for some business functions, they will be assessed against the core technology model to understand to what extent they are able to integrate and thereby avoiding costly future issues arising from incompatibility and thus higher support costs
  • Technology and systems should be simple to use, and staff will be encouraged and trained to get the best from technology. There will be a greater requirement for self-help and devices that are increasingly ‘plug and play’ thus ICT support costs can be reduced
  • Using faster procurement methods such as G-cloud and pre-tendered frameworks will be used to reduce the time, cost and complexity involved with procuring solutions
  • Continue to take advantage of shared working opportunities as and when they arise particularly where they reduce costs

2. Improve productivity

We will use technology when appropriate to maximum advantage to enable the customer to self-serve when required and enable staff to be productive wherever they are working:

  • Business systems will be properly integrated to the core systems to improve productivity by reducing duplication of effort retyping data from system one to two and avoid using several systems to resolve a single request from a customer or staff member
  • Processes will be built on well-defined workflows, minimising steps, and using technology to ensure staff resources are used effectively

3. Drive demand

We will use technology to move relevant delivery services to cost effective solutions complimenting face to face and telephone contact:

  • Both public facing and internal transactions when provided by self-service channels are simple to use and ensure those channels are available when customers wish to use them
  • Systems will provide analytics that will inform decisions related to service improvement
  • Where self-service is deployed, processes and workflows will be as short as possible. Capturing all the data necessary at the start of an interaction removes avoidable contact later
  • Technology will be used to streamline internal systems and processes where appropriate

4. Support agile working

We will work with the Digital Team to support agile working with fit for purpose technology:

  • IT systems will allow those staff who require it the ability to work in a truly mobile manner to support the concept of outreach working to maximize staff efficiency and reduce overheads such as travel costs while providing the requisite level of security
  • Mobile working solutions will, when possible, provide staff with fast access to the right information how and wherever they are deployed to work regardless of device and location. Systems will allow data to be transferred real time whenever they are connected to the internet or can cache data allowing staff to work seamlessly ‘offline’ while connections are unavailable

5. Improve communications

We will use technology to improve communications so that information can be passed efficiently to those who need to have it, and when they need to have it.

  • Integrated systems will allow staff and customers access to information held digitally quickly and easily without having to request it via someone else
  • Support the customer contact centre to have integrated features such as calls, email, chat and social media all being handled from the same queue, and the ability to pass interactions to the person most skilled to handle the call and if necessary, out of the contact centre to a specialist better able to deal with the query
  • Internal communications will be met by providing a telephone system that includes such features as calendar integration (presence), easy to set up conference calling, shared whiteboards, and video chat. Staff will be able to transfer calls easily to the best device depending on where they are working. To make a call all that is required is a web browser removing the need for costly telephony hardware
  • One Customer Relationship Management (CRM) system for customer data so that it is a single source of truth whether you are looking at customers on the website or on internal systems

6. Maintain security and resilience

We will protect CW’s data and systems to the highest standards:

  • CW will continue to maintain compliance with required security standards such as Cyber Security Plus with IASME Audited as they provide an implicit level of assurance
  • Data protection laws demand that ‘Privacy by Design’ becomes embedded in ICT systems and business processes. However, we will balance this with ensuring that security does not become an unnecessary barrier to using the information, with the right level of technical security measures being applied to maintain the confidentiality, availability, and integrity of the data always
  • Data will only be kept for as long as necessary. CW’s archive and retention policy will be adhered to
  • Sharing of data will be carried out securely using the most appropriate method and will be supplied and configured by ICT
  • The resilience of systems will be considered when procuring systems. Where systems are hosted in the cloud suppliers will provide assurance, they achieve the required levels of security compliance

7. Environmental

The environmental impact of ICT is more than just the energy it uses in operation. It spans from design, manufacture, and procurement, through operation to eventual reuse, recycling, or disposal. It is essential that the ICT infrastructure is operated in a green and cost-effective manner, but also designed, procured, and reused in a way that embeds green ICT principles across the life cycle.

Governance

Working with the Digital Governance Steering Group to ensure ICT follows the groups terms of reference:

  • To provide oversight of the Company’s Digital Strategy, engaging with its stakeholders to ensure the constant relevance of its future iteration and its successful implementation
  • To have overall responsibility of portfolio progress monitoring key projects and ensuring they comply with standards or approve variance from the standards where necessary for all digital/IT projects
  • Make key operational decisions relating to the performance and delivery of the digital portfolio activities, including the development and promotion of control standards, and reducing cost and duplication whilst promoting integration of applications
  • Ensure synergies and inter-dependencies across the Company are identified and maximised, including transformation projects
  • Ensure the Company’s digital environment is innovative, capable and meets the business needs of stakeholders
  • Perform horizon-scanning nationally and internationally to identify key partnerships, future growth and savings opportunities, risks, and priorities to inform the Company’s digital environment
  • Develop, maintain, and communicate a set of digital and technical standards that support Careers Wales' digital activities. Shape and inform pre-business case activities to bring their knowledge and expertise at an early stage to ensure alignment with standards
  • Review our procurement and contract management and supplier relationships to ensure their effectiveness and efficiency and risk management approaches

Agile methodology

CW has adopted a Prince 2-Agile form of governance structure which is widely accepted, will deliver the benefits of the Prince 2 structure plus all the benefits Agile methods bring such as pace, customer focus and empowerment.

The UK Major Project Authority have identified five key elements to ensure this type of governance is effective by:

  • Establishing a clear vision of the future that is understood and shared by stakeholders
  • Maintaining a strong focus on business benefits and any critical dependencies
  • Establishing an overall design in sufficient detail to plan and align the work of agile teams alongside other projects and business changes
  • Breaking delivery into phases that will deliver benefits early, mitigate key risks and allow lessons to be learned
  • Establishing a clear strategy and plan for transitioning from current systems, operations, organisations, and suppliers to new arrangements

PRINCE 2 Agile is an adaptive governance method for project delivery which combines senior management’s ongoing need for business-value confirmation and due diligence with the empowerment and flexibility that the project team needs to deliver the required outcomes.

PRINCE 2 Agile achieves this integrated approach by establishing baseline requirements for projects to adhere to and then allowing the organisation and the project team the flexibility to determine what roles, processes, and artefacts are needed specifically for each project.

Inappropriate technology purchased

Previously departments have worked in silo to purchase ICT solutions. This has led to irrelevant, expensive and or excessive systems being purchased.

The Governance model above must be adhered to in order to ensure that we streamline systems and applications. This will enable staff to work effectively and efficiently.

Measuring success

The overall measure for success is the extent to which Careers Wales can meet the needs of its internal and external customers through the application of technology as part of achieving the 11 outcomes in Brighter Futures.

Sitting underneath this strategy will be annual operational plans within the ICT service which are:

  • Security and network development and maintenance
  • ICT Support
  • Management Information
  • Website backend development and security

Activities within these plans will be monitored monthly and adapted when business needs change.

Satisfaction surveys will be conducted annually with staff to ensure ICT are delivering an excellent service and supplying the right equipment, software, training, and support.

Annual Cyber Essentials Plus with IASME audited will ensure we are keeping systems and data secure.

Internal auditors will carry out annual network security and data management audits to ensure compliance with this strategy, ICT policies and industry best practice standards.

Annual checks on the environmental impact of using ICT equipment and technologies will be assessed to ensure a positive impact.