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Data Hosting and Data Centre Strategy

Data Hosting and Data Centre Strategy for the Scottish Public Sector - Our Vision

 Scotland’s public sector data hosting is cost-effective, carbon neutral and makes appropriate use of cloud technology, for the delivery of efficient and highly available ICT services.  

Public sector organisations can demonstrate that appropriate cost-effective cloud services are the dominant solution for their organisations’ data hosting and storage requirements

Public sector organisations take a service based approach to redesign their requirements

Increased collaboration between public sector organisation and partners is providing efficient and appropriately available ICT services

Individual public sector organisations do not build new data centres but make use of the world class data centres or form significant partnerships to increase the availability of world class data centres in Scotland

Current Public sector data centres can demonstrate their viability and route map to world class provision or the plans for decommissioning them that maximises their current investments and optimises their assets.

Understanding your current estate

Do you have a configuration management data base (CMDB)?

Do you measure your energy consumption?

What is your PUE?

What are the factors to consider?

Significant Change in Requirements

End of life of organisation’s data centre

Opportunity for Change

Connectivity and Resilience

Solution options• Cloud • Co-Location• Virtualised

environmentSolution based on• Benefits • Costs• Timescale • Risks

Understanding the Total Cost of Ownership

EnergyStaff NetworkBuildingLicense and MaintenanceHardware and hosting

For further informationContact: dps@scotland.gsi.gov.ukTo view the strategy visit : http://www.scotland.gov.uk/Topics/Economy/digital/digitalservices/datahostingdatacentres

Current costsBaseline Identified Action

Business case for change

Benefits • Reduced Costs• High availability• Scalable• Energy reduction

and increased efficiency

• Greater focus on security

• More organisational capacity to deliver digital services

Data Hosting and Data Centre Strategy for the Scottish Public Sector – how can I help meet the vision

Workforce Skills

Workforce - SkillsLeadershipDigital Champions Development Programme – two cohorts of Chief Executives/Directors from across the public sector on a year long programme (approx. 50 champions)Cohort One - Oct 2013-Oct 2014Cohort Two - Mar 2014-Jun 2015

New EntrantsICT Modern Apprenticeship Pilot - public/private sector secondments after first year of apprenticeships.Working group developing plan, pilot to run spring 2015.

Workforce - SkillsSkills Bank – Sectors encouraging sharing of skills across the sector through sectoral networking groups now.

Skills Bank - Opportunity box – a notice board to advertise short term assignments. Review of tools in sectors underway.

Skills Gap - skills survey to assess the current and future skills issues and gaps within the public sector ICT workforce, both technical skills (including data skills) and knowledge as well as the wider context of programme management, project management and business skills which are required by ICT professionals. Survey being developed recommendations expected summer 2014.

Digital Participation

Digital ParticipationA National Framework for Local Action

Confident and creative digital citizensonline at home, at work and on the move

Scotland will have confident and creative digital citizens who are responsible users of the internet, are safe online and demand fast and reliable connectivity to make the most of the opportunities of the digital age.

Our Approach• Raise levels of participation by improving digital literacy

to transform Scotland into a world leading digital nation.

• Develop a national movement in partnership with private, public and third sectors to develop solutions, deliver locally and secure additional funding.

• Remove barriers to digital participation in relation to motivation, lack of confidence, availability of training and affordability.

• Support the introduction of digital public services with the needs of the user at the forefront of this work.

The Challenge of Participation

Actions

• Provide training and support in community digital hubs and other venues across the country

• Coordinate actions by signatories of the Digital Participation Charter to reduce digital exclusion

• Encourage workplace learning for those who don’t need to use the internet for their jobs

• Establish a Challenge Fund to encourage communities of interest to move their content online

• Build on the success of technology pilots to deliver affordable connectivity

Digital Participation CharterThe refreshed Charter sets out how organisations can contribute to increasing digital participation by:

• Ensuring their employees have basic digital skills;• Encouraging their staff to become digital champions and share

their skills with others;• Sharing information and best practice with other Charter

signatories;• Supporting communities by sharing skills, knowledge and

resources;• Working collectively to remove barriers to digital engagement;• Supporting digital participation and inclusion through national

and local activities.

How to sign the Charter

We would like all organisations in Central Government to demonstrate their commitment

to this agenda by signing the Digital Participation Charter

Send your details to digitalparticipation@scotland.gsi.gov.uk

for information on becoming a Charter Signatory

Further InformationDigital Participation:

A National Framework for Local Action -www.scotland.gov.uk

Digital Scotland website - http://www.digitalscotland.org/lets-get-on/

Scotland’s Digital Future website -http://www.scotland.gov.uk/Topics/Economy/digital

Digital Participation Charter – http://www.scotland.gov.uk/Topics/Economy/digital/Digital-Participation

SWAN

SWAN - The VisionAll Scottish public sector organisationselecting to use SWAN services by 2016

– The efficient and secure availability of information, with sharing where appropriate

– Access to services and applications from anywhere, based on who a person is, NOT where they are or what device they are using

– To offer scalability, resilience and levels of Security and Information Assurance appropriate to meet organisational requirements at a proportionate cost

– Collaboration and co-operative working and to be the catalyst for ‘shared services’

• Removing infrastructure constraints, enabling:– More for less; aggregated procurement saving on cost over historic network

spend– Mobility and agile working practices– Business driven change, not technology constrained

SWAN - Scotland’s Network

SWANNational MPLSCore network

Flexible Site Connectivity

Flexible Site Connectivity

Secure GatewayDNSNTPRASContent Filtering

Glasgow

Secure GatewayDNSNTPRAS

Content Filtering

Edinburgh

External Networks

Connectivity

Peering, Security and

Shared Services

SWANRegional Network

SWANRegional Network

InternetJANETN3PSN

High Level Operating Framework

High Level Operating Framework (HLOF) Vision – by using the HLOF, the public sector in Scotland will use digital technology to redesign services so that they focus on user needs and experience that are underpinned by a common approach to architecture design and delivery of digital public services. http://www.scotland.gov.uk/Resource/0042/00424336.pdf

How does it do it?• provides guidance to the public

sector ,and the ICT Industry that works with the public sector, on how to design, develop and deliver future digital public services;

• provides a set of architecture and design principles;

• promotes and supports the use of commonly agreed standards and specifications;

• fosters an information assurance approach;

• supports collaboration and integration;• helps to eliminate duplication and

avoidable spend through a focus on reuse before buy before build.

The framework provides a common reference model and a set of architecture principles. These are intended to be enduring and stable and as digital public services priorities develop, business circumstances change and technology evolves, the principles will be kept under review, updated and extended as required.

Maturity scorecardIt is recognised that public sector bodies will have different capabilities for each of the components described in the framework In addition, they will not all be able to advance at the same rate. Assessment criteria to support each organisation in evaluating their current capability and maturity will produce a scorecard that can assist and map out short term plans and longer term strategies.

• Customer/Citizen Focus approach to “digital first” in service design.• Privacy and openness achieved by using data appropriately and effectively to deliver business outcomes within a framework that maintains public confidence and meets statutory requirements.• Skilled and Empowered Workforce delivered thorough having a workforce that is motivated, skilled and recognised in using digital technologies.• Collaboration and Value for Money delivered through common standards, interoperability, collaboration in planning and procurement of ICT, and delivery of a public sector network (SWAN).

• The Citizen Service area describes the purpose of the Scottish Public Sector interms of the services it provides both to and on behalf of citizens, businesses and other organisations.

• The Service Fulfilment area represents the functions and mechanisms used toachieve the purpose of the Scottish public sector. It is the functional channel throughwhich government services are provided to citizens.

• The Service Support area provides the policy, programmatic and managerialfoundation to support public sector operations in the provision of services to citizens, businesses and other organisations.

• The Resource Management area refers to the support activities that enable the public sector to operate effectively and efficiently.

The Performance Measurement is in place to confirm that there is alignment between national, sector and local initiatives and will use the agreed Measurement and Benefits framework http://www.scotland.gov.uk/Topics/Economy/digital/digitalservices/MandBframework

The Data Sharing Model is a flexible, standards-based framework to enable (within broader considerations of privacy and ethics) information sharing and re-use, via the standard descriptions of common data and the promotion of uniform data management practices. It is intended to provide a standard means by which data may be described, categorised and shared.

This outlines a way to support and develop the ICT Architecture of public sector bodies in Scotland. A number of architectural layers are defined within the framework; intended to allow the ICT architectural landscape to be simplified into common, industry recognised components. The application of those layers allows for the modelling of current and planned architectures against a target ICT Architecture to improve the quality and effectiveness of services delivered.

common reference model

Green ICT

Scottish public sector Green ICT vision :

A cost effective and energy efficient ICT estate that reduces the environmental impact and continually looks at more

sustainable ways of working for the public sector

Procuremen

t

ICT Operat

ions

Disposal or

Recycle

Procurement principles

Consider extending the life of existing systems Go for Services not assets - Cloud services, Virtualise,

consolidate Packaging reduction, re-use, repair and re-cycling methods

ICT Operations principles

Minimise power consumption Reduce paper consumption Follow data centre standards for efficient operations Embed green behaviours in operational practices and

services

Disposal principles  Re-pair - if broken fix it Re-use, Re-furbish for other purposes Re-cycle Clean and re-sell/donate - charitable and registered

voluntary and community groups   Dispose in line with regulations

Green ICT lifecycle

High Maturity

 

 

 

 

 

 

 

 

 

 

 

Low Maturity

Level 4

Green ICT Leader. Green ICT policies are formulated to include

customers, suppliers and partners; Green ICT is seen as enabling wider green

agenda; The organisation is recognised as a Green ICT

leader whose policies influence and drive Green ICT standards in other organisations.

Level 3

Consolidation and Normalisation of Green ICT throughout All Operations.

Defined strategy exists and senior managers are signed up;

Sustainability in ICT, and skills and capabilities of workforce, is a core component of all strategic business planning;

Targets in place and measured on cross project/departmental level;

The organisation pro-actively seeks new opportunities to adopt industry best practices and improve Green ICT capability.

Level 2

Formation and Acceptance of Green ICT policies.

Commitment to Green ICT is expressed and basic framework is in place.

Limited strategy may exist but is reactive, possibly lacking in consistency;

Skills and capabilities of workforce are being mapped;

Some targets in place and measured on an individual project level.

Level 1

Basic awareness of Green ICT.

The basic concepts and the need for Green ICT are understood;

Beginning to take actions to take control of the subject, gathering evidence and intelligence to inform actions

Accountability still not clearly defined.

How Green are you?

Workbook assessment will guide you on your Green ICT maturity.

It will assess on the 3 lifecycle areas and there will be approximately 10 questions per area, e.g.

Procurement

• If there is a need to purchase do business cases factor in the re-use of components once equipment has reached the end of its life?

• Do you have a strategy in place to move away from the purchase of hardware to the rental/purchase of services (e.g. use the cloud/IaaS/PaaS etc. where possible)?

ICT Operations

• Do you have a strategy to promote energy efficiency principles amongst workforce (e.g. ensuring that non-essential equipment is switched-off when not in use)?

• Do you have a strategy to monitor improvements in Green ICT performance against baselines (power usage, capital and on-going investment decisions, reduction of staff travel to meetings)?

Disposal or Recycle

• Do you examine if end-of-life equipment can be repurposed to meet other needs within the organisation?

• If end-of-life equipment cannot be repurposed within the organisation, do you examine if it can be donated (e.g. to community and charitable organisations)?