Essex County Council (ECC) is England’s second largest local authority and is the overarching local government body for Essex, an administrative area east of London. In collaboration with 12 district and borough councils, two unitary authorities, and about 300 town and parish councils, the Council provides vital services to a varied population of around 1.4 million people over an area of 1,300 square miles.
Information Services (IS) are an in-house Information Services department who support a user base of around 10,000 County Council employees, plus external customers. Made up of around 200 people, IS provide a fully managed IT service, looking after servers, networks, websites and applications in partnership with external suppliers.
When David Wilde joined in 2011 as Chief Information Officer (CIO), the IT function had been in a period of transition. The customer base had little or no faith in the IT department and there was a service report full of red Key Performance Indicators (KPIs). We had silos of knowledge without adequate tools to enable sharing and out of date documentation. As Essex County Council was and is under continued financial pressure, with aspirations to become a truly mobile and flexible workforce, we needed to standardize our estate, meet our Service Level Agreement (SLA), gain control of the service, get our underpinning contracts into line and capitalize on sensible outsourcing opportunities, such as our networking.
How did you approach ITIL’s Adoption?
Our ITIL journey began with the help of third party consultants who documented and educated us on 7 processes – Incident Management, Problem Management, Service Asset & Configuration Management (SACM), Change Management, Release Management and an improvement process based on the Plan‑Do-Check-Act cycle and Continual Service Improvement (CSI) approach. We then started a brand new Service Management team from scratch to bring these processes to life, to educate, implement and continually improve.