Information and Management strategy
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The document provides an Information Management and Technology Strategy for the Department of Agriculture, Food & Marine for 2021-2024. The strategy outlines six strategic goals for IMT including becoming more digital, agile, leveraging data, investing in people, using strategic technologies, and improving governance. It discusses key business drivers and challenges facing the department around issues like Brexit, climate change, and changing work environments. The strategy also outlines IMT's contribution to business success through initiatives aligned with the strategic goals and establishes key performance indicators to measure progress.
Information and Management strategy
- 1. Information Management and Technology Strategy 2021-2024
- 2. CONTENTS Foreword 03 Section 1 – Context and Direction 04 Business Context 05 Business Drivers 06 Focus and Challenges 07 Section 2 – Strategic Actions 08 IMT Vision and Mission 09 IMT Strategic Goals 2021-2023 10 IMT Contribution to Business Success 11 Section 3 – Governance 12 Guiding Principles 13 IMT Risks and Issues 14 IMT Governance Structure 15 Key Performance Indicators 16 Major Achievements 2017 – 2020 17 Information Management and Technology Strategy | 2021-2024
- 3. Dear Colleagues, I am delighted, as Chief Information Officer for the Department of Agriculture, Food & Marine, to introduce the Department’s new Information Management and Technology Strategy for 2021-2024. This critical strategy will underpin the Department’s vision of an innovative and sustainable agri-food sector operating to the highest standards through utilising progressive IMT architectures, systems and technologies. It is our mission to provide ICT services which will enable the Department to operate at the highest possible level whilst supporting excellent customer service and the continued implementation of appropriate systems of accountability and controls. While the Department faces significant challenges such as Covid-19, Brexit and trade uncertainty, climate change concerns, and future Common Agriculture Policy and Common Fisheries Policy reform, the Department, and in particular the IMT Group, has many opportunities to develop further and build on current services provided. Following an extensive stakeholder consultation, I am confident that the goals of the IMT Strategy 2021-2024 link closely to the needs of our stakeholders as well as to the Department’s strategic objectives and initiatives. It is acknowledged that the shift to digital services and demand for continuous services has not only grown at an unprecedented rate but is also now driven by external factors creating a demand for 24/7 digital services on multiple platforms. The previous Strategy provided a solid foundation on which we are now in a position to build more agile and robust services which will enable the Department to meet demands over the next three years, whilst continuing to deliver high quality schemes. I would like to acknowledge the successes achieved during the lifetime of the previous IMT Strategy (2017-2020) that delivered considerable improvements in the delivery of services including; the establishment of a Data Analytic unit; enhancements to digital services including the introduction of mobile apps and sensors assisting with the expansion of capabilities of business areas; the introduction of the Customer Relationship Management System that provides a customer centric experience. Value for money was also maximised through the appropriate use of Civil Service Wide ICT Central Services delivered by OGCIO and NSSO; continuous improvements in the area of IT Security and the Enterprise Architecture review which identified key areas for modernisation and growth. Digital transformation and modernisation of current technologies and skills will be at the forefront of delivering on this Strategy along with its alignment with the strategies and targets set out in the DAFM Statement of Strategy 2021-2024, the Public Service ICT Strategy, OGCIO Strategy, Food Wise 2025, the Programme for Government, National Digital Strategy, Civil service ICT Professionalisation Strategy and the Civil Service Renewal Plan. A key outcome of this Strategy will be the delivery of end to end services by maximising opportunities for technology adoption and innovation with a focus on delivering customer centric services through digitalisation. Louise McKeever, CIO Information Management and Technology Strategy | 2021-2024 Foreword
- 4. Section 1 – Context and Direction Information Management and Technology Strategy | 2021-2024
- 5. Animal Health and Welfare Farmer Schemes and Payments Farming Sectors Food Industry Development, Trade, Markets and the Economy Food Safety, Public Health and Consumer Issues Forestry Research Rural Environment and Sustainability Food Safety, Public Health and Consumer Issues Forestry Sector Research Business Context DAFM VISION A sustainable, innovative and competitive agri-food, forestry and seafood sector DAFM MISSION Lead, enable and regulate the sector in a way that optimises its contribution to social, economic and environmental sustainability Information Management and Technology Strategy | 2021-2024 Seafood Sector DAFM STRATEGIC GOALS DAFM BUSINESS GOAL 1 To promote and safeguard public, animal and plant health and animal welfare for the benefit of consumers, producers, the economy and wider society GOAL 2 Provide income and targeted supports to farmers and others in the agri-food sector to underpin the rural economy and optimise environmental sustainability GOAL 4 Deliver a sustainable, competitive and innovative seafood sector, driven by a skilled workforce, delivering value added products in line with consumer demand GOAL 3 Provide the optimum policy framework for the sustainable development of the agri-food sector GOAL 5 Maintain and develop strategic, operational, regulatory and technical capacity and capability to deliver excellent services to our customers
- 6. Program for Government DAFM Statement of Strategy 2021-2024 Brexit Changing Markets Transition Period to CAP New Common Agricultural Policy (CAP) New Common Fisheries Policy (CFP) European Green Deal Climate Change Emission Targets Animal Health Support Climate Action, Improve Water Quality & Biodiversity National Environmental Policy Pandemic Disease Incidents Food Safety and Food Authenticity Official Controls GDPR OpenData ISO27001 EU & National Regulations Climate Action & Low Carbon Emissions Policy Drivers Environmental Drivers Legislative Drivers Budget Animal Welfare Dietary Change Availability of Skilled resources Loss of Experienced Staff Changing Work Environments & Practices Economic Environment Remote Working Socio-Economic Drivers Socio-Economic Drivers Business Drivers Information Management and Technology Strategy 2021-2024
- 7. Brexit & International Trade Protecting the EU Single Market and expanding into new international markets is key in supporting the Agri-Food sector in Ireland Global Pandemic The Department continues to respond swiftly and effectively to support the Agri-food industry throughout the Covid-19 crisis Climate Change & Environment Relevant and effective measures will be required to meet the increasing challenges that climate change will bring to the Agri-food Sector. DAFM will prepare & support the sector to meet its climate & environmental change obligations Changing Work Environments The Department will embrace and enable developments in work environments through changed work practices and technological innovations Animal & Plant Health, Animal Welfare & Food Safety and Food Authenticity DAFM will continue to regulate and enforce and provide guidance and governance in the areas of animal & plant health, animal welfare and food safety and food authenticity New CAP & CFP Programmes Implementation of the new CAP and CFP Programmes will require huge effort across a number of DAFM areas Focus and Challenges Information Management and Technology Strategy | 2021-2024
- 8. Section 2 – IMT Strategic Actions Information Management and Technology Strategy | 2021-2024
- 9. IMT Vision Maximise opportunities for technology adoption and innovation with a focus on delivering customer centric services through digitalisation IMT Mission Provide ICT services to allow the Department to operate at the highest possible level; support excellent customer service and the continued implementation of appropriate systems of accountability and controls Information Management and Technology Strategy | 2021-2024
- 10. IMT Strategic Goals 2021-2023 Be Digital In meeting the needs of DAFM customers and workforce, IMT will seek to exploit opportunities for digital transformation, to enhance the customer’s user experience and will put in place the appropriate structures to support the agri-food sector and facilitate working in a secure manner from any location Be Agile Work in partnership across DAFM to enable the organisation to be more adaptive, creative and resilient in dealing with complexity, uncertainty and change leading to improved outcomes and enabling rapid response to ever changing customer demands Leverage our Data IMT will endeavour, whilst respecting GDPR obligations, to provide high quality information to support evidence- based decision making and accountability Invest in our People We will work with stakeholders (such as the OGCIO) to ensure provision of a highly-skilled, agile workforce committed to providing the technological solutions that will underpin the wide-ranging operations of the Department. We will support the continuing professional development of our IT staff through mentoring, coaching and formal training Technology – use strategic technologies to evaluate and innovate IMT will continue to identify, source and maximise opportunities offered by innovative technologies capable of meeting current and future business and operational needs of the Department Improved Governance IMT will ensure that investments are aligned with and delivered in accordance with the Department’s Strategic Objectives by defining organisational structures, processes, roles and responsibilities 1 2 3 4 5 6 Information Management and Technology Strategy | 2021-2024
- 11. IMTContributiontoBusinessSuccess Be Digital • Continue to build digital services that are customer centric • Focus on a Digital Transformation agenda • Further exploit opportunities to implement digital solutions across the wide-ranging scope of DAFM business activities in alignment with Public Sector ICT Strategies Be Agile • Embrace the digitisation of information • Further explore technologies to enhance technical agility and enable DAFM to be more efficient and dynamic • Enable access to information from anywhere • Advance the embracement of agile development to ensure business agility and adapt to changing requirements • Building Business Architecture by breaking down organisational silos Leverage our Data • Ongoing investment in Data Analytics capabilities to enhance corporate decision making • Leverage data to assist in the delivery of the targets set out in the Programme for Government and related agri-food sector strategic goals • Ongoing compliance to the relevant EU and National Data related legislations Invest in our People • In addition to DAFM recruitment channels, we will collaborate with OGCIO and other organisations to continue to build DAFM IMT capability in line with the Civil Service ICT HR Professionalisation Strategy • Review DAFM roles and skill sets on an ongoing basis to ensure the organisation has the necessary capabilities and resources to meet future challenges Technology • Continue to adopt new and innovative technologies that enhance customer experience • Enable Technical agility through software modernisation of our existing strategic platforms. • Extend adoption of Green IT technology to reduce the impact on the environment Improved Governance • Ensure IT investments are aligned with and delivered in accordance with the Department’s Strategic objectives by defining organisational structures, processes, leadership, roles and responsibilities • Enhance governance structures across the organisation • Monitor adherence to Information Security through regulations and standards (such as GDPR and ISO 27001 Information Security Standard) 1. 3. 4. 2. 5. 6. Information Management and Technology Strategy | 2021-2024
- 12. Section 3 – Governance Information Management and Technology Strategy | 2021-2024
- 13. Guiding Principles Information Management and Technology Strategy | 2021-2024 01 02 03 Strategic Focus Governance and Compliance Standardised Services Green IT 04 05 06 IMT systems development is driven by and aligned to customer expectations and business objectives to deliver the best services 07 Creativity Risk Management Value for Money IMT adheres to best practice governance and Information Security standards IMT centrally governs its architecture and development methodologies to ensure maximum efficiency and re- use of assets and take environmental impact into account IMT will adopt initiatives that reduce energy consumption and manage our environmental technology footprint IMT seeks to use innovative methods and technologies to support business objectives IMT manages risk in line with the Department’s Risk Management methodology IMT follows OGP and DPER guidance on procurement and finance
- 14. IMT Risks and Issues Information Management and Technology Strategy | 2021-2024 RISK MITIGATION 1. Dependency on the skills of external contractors to support DAFM’s IMT technologies IMT will invest in staff development in order to meet the Department’s evolving requirements and will operate in line with central Government guidelines in relation to vendor management and competitive procurement procedures 2. Difficulty in attracting suitably qualified resources coupled with loss of experienced DAFM IMT staff due to retirement and promotion may lead to IMT capability issues Identify key roles and skills required, implement targeted recruitment campaigns, implement succession planning and continuous professional development of staff 3. The significant number of staff working remotely and the implications in terms of cyber security and connectivity Provide continual information security awareness to all staff and provide robust and secure remote access solutions 4. IT legacy systems In line with the Enterprise Architecture Modernisation Project IMT will build new systems using innovative technological solutions and agree a migration pathway for the legacy systems 5. IMT’s capacity to maintain and continually improve digital service offerings IMT will collaborate with business stakeholders to provide optimum digital services based on business priorities 6. Risk of cyber attacks/threats IMT will continually review its security measures in line with best practice and increase the Information Security Awareness campaigns 7. Capability of IMT to respond in the event of threats to the Agri-Food industry IMT will put in place scalable and flexible IT solutions which will be digital, agile and readily adapted to meet changing DAFM business requirements
- 15. DECISION DOMAIN ACCOUNTABLE RESPONSIBLE IMPLEMENTER INFORMED STRATEGY ITSC* CIO PMO IMT SENIOR MANAGEMENT MB/OGCIO BUSINESS PROCESSES DAFM SENIOR MANAGEMENT DAFM SENIOR MANAGEMENT IMT STAFF AND SYSTEMS ITSC/MB INVESTMENTS AND BENEFITS MANAGEMENT BOARD CIO CIO AND IMT FINANCE DIVISION DPER/MB ARCHITECTURE CIO ENTERPRISE ARCHITECTURE GROUP IMT TECHNICAL STAFF EXTERNAL EXPERTISE AND ADVICE ITSC/OGCIO RISK IMT SENIOR MANAGEMENT/PROJECT BOARDS PROJECT MANAGER PROJECT TEAMS PROJECT BOARD/MB SOURCING CIO IMT SENIOR MANAGEMENT OGCIO/PAS/HR/IMT ITSC/MB IMT Governance Structure CIO = Chief Information Officer; MB = Management Board; IMT = Information Management and Technology; ITSC = Information Technology Steering Committee; PMO = Programme Management Office; OGCIO = Office of the Government Chief Information Officer; PAS = Public Appointments Service; HR = Human Resources; DPER = Department of Public Expenditure & Reform *The Information Technology Steering Committee (ITSC) is a senior management board that approves, monitors and prioritises on-going programmes, takes responsibility for new initiatives, provides insight on long-term strategies and ensures business objectives are being appropriately addressed Information Management and Technology Strategy | 2021-2024
- 16. KeyPerformanceIndicators Digital Business • The number of digital services offered to our customers and staff by exploiting Innovation Technology • Remove all paper-based forms internally to increase value add tasks and provide staff efficiencies for the Department Be Agile • Accelerate business product development and deployment with DevSecOps • Quicker response times to delivering systems in times of crisis (such as, national disease outbreak) • Drive further adoption of services-based enterprise architecture • Redesign applications to create lighter, flexible and re-useable systems • Enhance technical supports to achieve greater collaboration and sharing of ICT assets Leverage our Data • Establish a corporate-wide Logical Data Warehouse and Business Intelligence (BI) platform • The utilisation of BI across the Department to assist with strategic decision- making processes • Continue to leverage data (from internal and external sources) to assist in the delivery of the targets set out in the Programme for Government and related agri-food sector strategic goals Invest in our People • IMT roles and skill sets identified to ensure the organisation has the necessary capabilities and resources to meet future challenges • The number of staff recruited from various channels (such as, Apprenticeship Programme, Internship Programme and specialised OGCIO run ICT campaigns) • Introduce IMT specific staffing initiatives (such as, Professional Development and a Mentoring Programme) Technology • Continue to adopt new and innovative technologies that are aligned with customer expectations and business requirements • Increase adoption of Green IT technology and avail of cloud-based solutions (in line with OGCIO guidelines) Improved Governance • Ongoing adherence to Information Security regulations and standards (such as GDPR and ISO 27001 Information Security Standard) • Enhance the governance processes to ensure ICT investments are aligned with business priorities 1. 3. 4. 2. 5. 6. Information Management and Technology Strategy | 2021-2024
- 17. SMS issued by DAFM to registered customers 32 Million Animal Movements Digitally tracked 2019-2020 13 Million Animal Disease Tests Performed 2019-2020 Over 300,000 Fisheries Declarations digitally processed annually FishingVessel PositionsTracked 2019-2020 9.8 Million ICT capability implemented for full Remote Working experience 192 Webinars Hosted 2020 16,130 Registrants Fish Quotas digitally managed annually 196,060 tonnes Forestry Online Licence Viewer launched in 2020 Forestry Premium Applications 100% online All major DAFM Schemes now 100% Online Data Analytics Unit Created EnterpriseArchitecture GroupEstablished Cyber Security UnitCreated 19 Open Datasets published on datacatalogue.gov.ie Major Achievements 2017-2020 122 Open Datasets published with over 10,000 views New CRM System implemented to manage Customer’s Interactions DAFM provides ICT Shared Services for 7 other Govt Depts and Agencies Data Sharing with Public Sector bodies and EU Mobile Applications incl. Calf Registration App implemented Over 40,000WebEx Meetings Animal Online Registration Tags issued 2019-2020 12.8 Million €252 Million paid to 54,000 Forestry Premium Applicants BEEP 2020 24,500 Farmers paid €41 Million Excess 1.5 Million LPIS Parcels covering over 5.6Million Ha BDGP I & II 2020 22,400 Farmers paid €37.3 Million Sheep Welfare €16 Million Paid to over 18,000 Farmers €1.6 Billion Annual Agri-Scheme Payments