DIGITAL FIRST STRATEGY
Approved by the Assembly Commission on 18 February 2015
Digital First Strategy
Version Information
Version Number Author
0.01
0.11
0.12
0.13
Date
Comments
Stephanie Mallon
February 2014
Draft for Consultation
Susie Brown
April 2014
Susie Brown
August 2014
Amended draft
December
Implementation
2014
timetable updated
Susie Brown
Amended draft for
consultation
Updated following
0.14
Susie Brown
January 2015
feedback from Digital
First Project Board.
1.0
Susie Brown
18 February
Approved by the NI
2015
Assembly Commission
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Digital First Strategy
Thanks to colleagues in the Scottish Parliament for sharing their work on their
Digital Strategy which has informed the development of this strategy. The
synergies can be seen in the shared objectives of both legislatures.
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Digital First Strategy
Table of Contents
Executive Summary .............................................................................................. 5
What will it look like? ............................................................................................. 6
Who will participate? ............................................................................................. 7
Equality…………………………………………………………………………………...7
External drivers ..................................................................................................... 8
Internal drivers ...................................................................................................... 9
Benefits ............................................................................................................... 11
Vision and Objectives ......................................................................................... 13
Programme approach ......................................................................................... 14
Governance ........................................................................................................ 19
Implementation Timetable ..................................... Error! Bookmark not defined.
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Digital First Strategy
Executive Summary
1. There is a general trend towards digital means to support communication.
As part of the Assembly’s efforts to seek efficiencies and meet its
corporate objectives of Providing Outstanding Parliamentary Services and
To Be an Efficient and Progressive Organisation, this Digital First Strategy
has been initiated.
2. Digital First means digital by default. It means looking first to digital as a
way of delivering information, services or any other function of the
business and then distributing it in various ways - web, mobile devices,
and paper. It does not mean web-first, web-only or the end of print. Digital
might not always be the appropriate solution but the Assembly will look
first at whether there is a digital solution to a challenge or opportunity,
before looking elsewhere.
3. The Assembly currently creates information primarily to be printed. The
ongoing developments of the Assembly Information System (AIMS) and a
project to develop e-committee packs to replace hard copy have been
successful and mean that we can produce more content electronically.
There is scope and significant Member, Secretariat and public expectation
to do more.
4. This strategy offers the prospect of an Assembly which engages in a
manner that meets the demands of the legislative business as well as
those who wish to participate in the wider democratic process.
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Digital First Strategy
5. This strategy sets out the rationale for a Digital Assembly with supporting
programme and governance considerations. Digital used to be the
concern of one or two business areas (IS Office and Communications
Office) but it will soon permeate all areas of work in the Assembly. This
transition will require the right level of resourcing, leadership and
engagement from across the organisation. The strategy recommends a
phased approach to change which will impact infrastructure,
organisational culture, workflows, and access to software and hardware
tools to produce digital services and products.
6. Its success will depend on collaborative working and openness to
innovation across the Assembly. It will require a significant cultural change
within the organisation and importantly for MLAs and their staff. Change
will be supported at a senior level and Assembly Commission (the
Commission) approval will be sought. Member adoption and support is
vital, therefore open and frequent communication with, support for and
feedback from Members is a constant feature of this strategy.
What will it look like?
7. When delivered the Digital First Strategy will provide internal and external
stakeholders with digital experiences that:

increase their understanding of the Assembly

invite stakeholders to participate
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Digital First Strategy

provide them with easy access to information

encourage them to explore content more deeply

present a user friendly and functional interface whatever their device

take place on the platforms and websites they use

minimise any obstacles they may encounter e.g. accessibility and
equality issues
8. When planning the creation and communication of information we will
continue to consider all forms of content e.g. video, audio, photo etc.
9. Content will continue to be well-produced and then pushed through
appropriate platforms i.e. web / mobile first and paper later if necessary.
10. There will be further reductions in print as well as improvements to digital
production (mobile friendly layouts for more devices) of information and
retain minimal re-focused print.
Who will participate?
11. Digital is not the remit of a single business area. All Assembly business
areas will have digital activity as part of their business plans and will be
expected to undertake more digital activity in the years to come. It will of
course require a significant cultural change within the organisation, MLAs
and their staff. These changes will be supported at a senior management
and Commission level.
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Digital First Strategy
12. We will need to ensure that all staff are empowered to use digital as part
of their work. Investment in training, software and hardware tools,
professional development and performance management will all be part of
the required transformation of the organisation.
Equality
13. The Commission’s Equality Scheme outlines how we should fulfil our
statutory duties under Section 75. The Commission gave a commitment to
screen new and revised policies to identify any impact the policy may have
on any of the nine Section 75 groups, namely: people of different religious
belief; people of political opinion; people of different racial groups; people
of different ages; people of different marital status; people of different
sexual orientation; men and women generally; people with a disability and
without; people with dependents and without.
14. If a policy is found to significantly impact on any of the groups, then the
Commission will carry out an Equality Impact Assessment (EQIA). To
ensure that this Strategy is reflective of the needs of stakeholders, an
Equality Impact Assessment will be carried out once the Draft Strategy
has been approved by the Assembly Commission.
External drivers
15. There have been significant changes in how we consume information in a
short time. MLAs are already active on social media and this is echoed in
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Digital First Strategy
the multi-platform approach which the Assembly uses to get our message
out.
16. There is significant MLA and staff expectation that advances in
technology can support and improve how we work. Further, our
audiences are increasingly asking, and expecting, to access information
online and in electronic formats.
17. The pace of technical development is rapid. While this strategy makes
recommendations for this current period, it cannot predict how future
habits and methods will develop. Therefore, it is important that this
strategy is reviewed and updated regularly to reflect relevant
developments.
Internal drivers
18. The proliferation of mobile technology, most notably tablets, has been
remarkable in the past three years with significant numbers of staff and
MLAs owning their own devices.
19. The introduction of the Electronic Committee packs and the supply of
tablets to MLAs and other users since mid-2013 has been positive as
evidenced in the recent Members’ Survey. The use of tablets has reduced
the volume of print and made better use of staff resources.
20. It is anticipated that there is significant synergy with the current
Information Systems (IS) strategy, programmes and development of
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Digital First Strategy
services which will minimise costs. Opportunities to reduce costs in
printing and in staff time are one of the drivers of the programme.
21. The development of the Assembly Information Management System
(AIMS) means that Assembly information is readily available, can be
filtered and refined to suit a user's purpose, and in a very short time has
become embedded in Assembly processes.
22. A new digital archive for broadcasting content has allowed the Assembly
to increase the video content available via YouTube, SoundCloud and the
Assembly website, increasing opportunities for the public to view and
share the work of the Assembly.
23. The recent cultural change to digital based processes is evident at the
heart of the Assembly by way of a Speaker’s ruling in 2012 to allow the use
of tablet devices in the Chamber during plenary debates.
24. Assembly Committees want to improve their engagement with the public
and other stakeholders by making better use of their content on the
Assembly website, via social media and the broadcast/print media. They
have started a project that will transform the way they report the work of
Committees. They are talking to key target audiences to assess how they
want/need to access information and will then develop content to enhance
readership, accessibility and share-ability.
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Digital First Strategy
Benefits
Support to the legislative work
25. Digital First will provide access to Standing Orders, Business Diary,
Questions, Motions, Bills, Committee data in a way that allows the data to
be interrogated, owned, shared and understood in new ways.
26. It allows MLAs to receive information instantaneously, without having to be
in Parliament Buildings or a constituency office. It means that information
can be accessed in a way that suits MLAs. It allows documents to be
accessible by different people in different places.
Accessibility
27. Using a digital version of data/information creates the opportunity for it to
be formatted in different ways. For example, documents can be made
available in larger print, read-aloud and translated.
28. However, some care must be taken that none are left behind in the digital
divide, and that the information is still supplied in an accessible format.
This may mean availability of a printed version if this is the best solution.
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Digital First Strategy
Engagement
29. The Assembly’s Engagement Strategy1 identifies how the Assembly will
encourage wider citizen participation and inclusion in the work of the
Assembly. It identifies barriers to participation and the projects to help
overcome these. While the Engagement Strategy details a much wider
framework for public engagement, the Digital First Strategy dovetails with
it in instances where new forms of digital engagement are designed to
increase public participation.
Value for money
30. Demonstrating value for money is crucial. Immediate savings are clearly
indicated by a reduction in printing, postage and delivery costs. However,
there are more far reaching costs relating to better use of space, refined
business processes and better use of staff time. Future investment in
hardware and technical support will be needed and this too must be
measured against value for money constraints and whether finances are
available.
1
The Assembly’s Engagement Strategy 2015-2015 is currently out to public consultation and is
available on the website at:
http://www.niassembly.gov.uk/globalassets/documents/corporate/eqias/engagementstrategy/engagement-strategy-2016.pdf
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Digital First Strategy
Vision and Objectives
Vision
31. Through embracing digital activity and increasing skills across the
organisation we will use digital platforms and channels to provide rich
content for external and internal stakeholders enabling them to participate,
interact and engage with the Assembly.
Objectives
32. To provide MLAs and Assembly staff with the information, support and
technology to allow them to carry out their responsibilities effectively,
efficiently and professionally.
33. To explore and exploit digital technology to streamline workflows and
improve efficiency by maximising staff time and reducing print and
associated costs and to improve the Assembly’s environmental impact.
34. To use digital tools and information to engage, inform, facilitate and
improve people’s participation and engagement in Assembly business and
the wider democratic process.
The Digital First Project will seek to deliver:
35. Internal efficiencies – e.g. no requirements for manual distribution of
papers.
36. Reduced costs associated with printing and publishing – e.g. origination
and formatting costs, overnight print runs.
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Digital First Strategy
37. Streamlined internal workflows and processes to ensure that staff are
empowered to use digital as part of their work.
38. Change in culture and environment, more internal and external users
wanting to access information on different platforms.
39. Improved sharing of information and knowledge
40. Increased availability of information regardless of time and place (MLAs’
tablets, laptops, mobiles)
41. Environmental impact– simple reduction in the amount of paper used.
Programme approach
42. To achieve our vision and objectives we will take an approach that is:

centrally governed through the Digital First Board and devolved
across the organisation

stakeholder/audience-centred and insight-driven

constantly evaluated and enhanced

well designed and built

distributed across multiple platforms

open and sharable

sustainable and scalable
43. The Digital First Strategy will be implemented in three phases;
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Digital First Strategy

Phase 1 - Adopt – consolidate all the changes and efforts already
made and move to provide key products and processes digitally;

Phase 2 – Adapt - ensure that systems and workflows can be
adapted to meet individual needs; and

Phase 3 – Transform - i.e. when digital delivery of all the
Assembly's information is the primary communication route.
These phases will require significant changes to the Assembly’s
operations, products and culture. This in turn is likely to require the
Assembly to invest and reallocate resources for training, software and
hardware tools. We will aim to become a more agile organisation well
placed to meet challenges and seize opportunities.
44. We will phase out our print-centric infrastructure by reducing the need for
printed information and review the levels of need for external contractors.
This will result in a reduction in expenditure and potential re-allocation of
resources.
45. The Assembly website has been upgraded; it is now fully responsive and
adaptive to deliver the best possible experience for users regardless of
device used. We will continue work to improve the visitor journey through
the website and maximise the opportunities available through the AIMS
and its planned development.
46. There are a number of existing projects that link to the preparation of this
Strategy. We will consider these as part of this Strategy development and
implementation. They are:
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Digital First Strategy

Strategic Planning 15+

Business Efficiency Programme Reviews of Information
Governance and Financial Governance

Review of Information Management Strategy

Engagement Strategy

Environmental Strategy

Equality Policies

IS Strategy (2014)

Review of fully managed plenary printing, publishing, miscellaneous
printing and associated service contract
Phase 1 – Adopt
47. Many of our products and activities are already produced and available
digitally. The first phase of this Strategy will consolidate those efforts and
move to provide key products and processes digitally.

Implement recommendations of the print review project

Work with colleagues to scope out new arrangements for print and
publishing.

Ascertain current capabilities and gaps in ability/knowledge for
digital content creation and sharing. Adopt an approach of digital
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Digital First Strategy
first in content design making full use of the opportunities that
technology provides to change systems and business processes.

Assess the need for and provide training to MLAs, their staff and
Assembly staff to develop their knowledge and understanding.

Continue the development of SharePoint as a meeting and
information sharing tool.

Assign a dedicated officer to develop strategy to create and
maximize relevant, useful and easy to understand content for the
Assembly’s website and social media outlets that meet the
requirements of internal and external stakeholders.

Assess and manage MLA engagement, expectations and adoption
rates.
Phase 2 – Adapt
48. The second phase is marked by ownership of the processes and data. At
this stage we will seek to ensure that systems and workflows can be
adapted to requirements:

Personalisation of Digital First processes to suit each user’s needs

Parallel running of current and Digital First arrangements

Evolution of Assembly roles and responsibilities

Continued development of the Assembly website
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Digital First Strategy

Upgrade of the intranet (AssISt) by way of an upgraded content
management system.

Ensure new communications strategy includes and integrates social
media plan to support business areas’ digital presence

Collaborate with key external agencies. An example of this is the
Northern Ireland Civil Service Knowledge Network Rewrite Project –
Departments will be able to remotely populate Assembly
information like Assembly Questions.
Phase 3 – Transform
49. The Assembly will be in the transformation stage when digital delivery of
all the Assembly's information is the primary communication route. It will
require all processes and data to be transformed to ensure the Digital First
vision and objectives are achieved i.e.
 Customised information for MLAs.
 Provision of data that can be readily interrogated, shared and used
by all stakeholders. Many services are already available via the
open data services2.
 Improved methods of remotely accessing communication channels
using mobile devices.
2
Open data is data that can be freely used, reused and redistributed by anyone - subject only, at
most, to the requirement to attribute and sharealike. http://data.niassembly.gov.uk/
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Digital First Strategy

Development of analysis is important to ensuring success. Key
performance indicators (KPIs) will be developed which are likely to
include:

Content – e.g. visits, repeat visits and dwell time

Social Media – e.g. numbers of comments, followers, and
sharing

Efficiency savings

Organisational change e.g. milestones for training,
development and establishment of new processes.
 Fully trained and confident Assembly Secretariat.
Governance
50. Digital First will succeed through the leadership of the Secretariat
Management Group supported by an appropriate governance and
reporting structure in order to balance digital ambitions with available
resources and ensure that sustainable approaches are taken, and set the
roadmap for change by:
 defining lines of responsibility and accountability;
 supporting the project team by providing resources and direction,
decision taking and problem solving;
 and communicating with and disseminating information to
stakeholders.
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Digital First Strategy
Roles
51. This section details the individuals and groups with a specific role in the
Digital First programme.
Secretariat Management Group (SMG)
52. SMG has a principal role in initiating, driving and supporting the
programme. It will:
 Agree the vision, objectives, and phased approach detailed in this
Strategy.
 Agree to commit appropriate resources to the programme.
 Agree to progress projects currently at the pilot/exploratory stage.
For example, Research and Library Service briefings/website
developments, initial ideas for development of the business diary as
an e-book, and digital committee reports.
Senior Responsible Owner (SRO)- John Stewart, Director of Information
and Outreach
53. The SRO is accountable for the success of the programme. As a member
of SMG, the SRO carries authority for overseeing the strategy, can
manage the transformational aspect of the programme and is empowered
to decide and direct at milestone stages. He will:
 Chair the Programme Board and be accountable for achieving
objectives and for governance arrangements
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Digital First Strategy
 Provide leadership and overall direction on how to achieve the
vision and implementation of the programme.
 Secure the required investment
 Develop and own the Business Case
 Manage the interface with key senior stakeholders
 Manage the key strategic risks facing the programme
 Maintain the alignment of the programme to the objectives of the
Corporate Plan.
Project Manager (PM) - Susie Brown, Head of Communications and
Outreach
54. The PM will be responsible for ensuring that all activities are resourced,
scheduled and delivered, including
 Day-to-day planning and management of the programme
 Ensuring key documents are created, updated and distributed as
necessary
 Monitoring the programme’s budget and expenditure
 Collaborating with colleagues to ensure that the timing and
content of planned programme deliverables are achievable
 Managing the communications with and contributions from
stakeholders
 Communicating with and reporting regularly to the SRO and the
Project Team and seeking appropriate approval
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Digital First Strategy
 Ensuring appropriate internal and external consultation with
stakeholders in line with our statutory duties on equality.
Project Board (PB)
 John Stewart, Director of Information and Outreach
 Simon Burrowes, Editor of Debates
 Susie Brown, Head of Communications and Outreach
 Brian Devlin, Head of IS
 John Gibson, Head of Procurement
 Tracey Wilson, Information Officer
 Sebastien Mingout, Support Services Manager
 Michael Cochrane, Application Development Manager
55. The Project Board will be responsible for approving and amending the
programme in line with the operational plans and priorities of the
organisation. It will:
 Take responsibility for the project’s feasibility, project plan and
achievement of objectives
 Provide the Project Manager with guidance on project business
 Be mindful of current financial constraints and deliver effective
value for money solutions
 Report on progress to the Commission
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Digital First Strategy
 Ascertain current capabilities and gaps in ability/knowledge for
digital content creation and sharing.
 Ensure availability of appropriate training and support for users
 Adopt an approach of digital first in content design making full use
of the opportunities that technology provides to change systems
and business processes.
 Ensure two-way flow of information to and from their respective
business areas
Project Team
56. The project team will include representatives from:

Business Office

Committees

Hansard

Facilities

Bill Office

Outreach

IS Office

Procurement
57. The Digital First Project Team will be responsible for representing their
respective work areas across all of the phases of the strategy. They will
cascade the elements and projects of the strategy accordingly. This will
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Digital First Strategy
ensure that all Secretariat Staff are aware of the impacts of Digital First
and what is required to adapt and make changes in processes and
workflows. Specifically the Project Team will:
 Represent their business areas and understand and manage the
impact of change
 Own the resolution of programme risks and issues
 Identify gaps in service and suggest operational solutions
 Be local champions
 Review current publications, products and services.
 Review current workflows and processes
 Begin to disassemble the Assembly’s print-centric infrastructure and
re-allocate resources formerly directed at print.
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Digital First Strategy
Implementation Timetable
This timetable will be regularly reviewed and updated along with any review and updates needed for the Digital First
Strategy.
Phase 1 – Adopt: consolidate the changes and efforts made and move to provide key products and processes digitally.
Dates
Task/Action
Status
Update
June 2014 to June 2015
Implement recommendations of the print
review project.
In progress
July 2014 - All Secretariat printed
copies withdrawn.
September 2014 - Written Answer
Book discontinued.
October 2014 – Communication
with MLAs sent regarding
withdrawal of printed copies.
September 2014 - Business Office
began emailing Questions content
to MLAs.
Parallel running of current and Digital First
arrangements.
In progress
September 2014 to January 2015
Print Review Group to scope requirements for
continued print requirements and complete
Business Case.
Completed
Organise and attend market sounding
meetings to discuss market position,
requirements, capabilities and gaps in
ability/knowledge for digital content creation.
Completed
April 2015 – Printed copies of Daily
Books (Hansard) withdrawn
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Digital First Strategy
Dates
Task/Action
Status
Update
September 2014 to October 2014
Assign a dedicated officer to develop strategy
to create and maximize relevant, useful and
easy to understand content for the Assembly’s
website and social media outlets that meet the
requirements of internal and external
stakeholders.
Completed
September 2014 to September 2015
Redevelop the Assembly website.
September 2014 to June 2015
Ensure new communications strategy in
conjunction with the Engagement Strategy
includes and integrates social media plans to
support business areas digital presence
Completed
(December
2014)
In progress
November 2014 to July 2015
Roll out of new laptops to MLAs and their
staff. Awareness and Training of digital
resources to be provided as part of the roll
out. Further training will be provided as further
needs are identified.
In progress
December 2014 to July 2015
Begin Evolution/Training for new Secretariat
roles and responsibilities
Not started
January 2015 to July 2015
Procurement Competition for contract for the
distribution of Assembly information.
In Progress
Deadline for submissions 3 June
Ongoing
Communications sent regarding
withdrawal of Official Report as
printed copy. No feedback
received.
Draft strategy completed
rd
Award date expected to be mid-June 2015.
Implementation June 2015 to July 2015
January 2015 to July 2015
Assess MLAs' engagement and adoption
rates through follow up communications.
No feedback received on any
measures already applied.
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Digital First Strategy
Phase 2 – Adapt - ensure that systems and workflows can be adapted to meet individual needs
Dates
Task/Action
Status
Update
January 2015 to September 2016
Redevelop the intranet (AssISt) by way of an
upgraded content management system.
In progress
Project Board and Team
established.
Discovery/Research underway
June 2014 - Ongoing
Continued development of AIMS to provide
data that can be readily interrogated, shared
and used by others.
e.g. expansion of the current open data
services.
Ongoing
January 2015 – Ongoing
Continued development of the Assembly
website including site architecture, content,
functionality, user needs etc.
Ongoing
January 2015 – Ongoing
Development of internal capability to format
and originate documents e.g. Committee
Reports:
Ongoing
Committee Report template
provided to Committee Report
Group for trial and use by Regional
Development.
Development & use of templates
August 2015 - Ongoing
Continued Evolution/Training for new
Secretariat roles and responsibilities
Not started
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Digital First Strategy
Phase 3 – Transform - i.e. when digital delivery of all the Assembly's information is the primary communication route
Dates
Task/Action
Status
August 2015 to March 2016
Organisational change - identify milestones
for:
 Training
 Development and establishment of
new processes.
 Development and launch of new
digital services and tools
Not started
August 2015 to March 2016
Development of analysis is important to
ensuring success. Key performance indicators
(KPIs) will be developed which are likely to
include:
Not started



Update
Content – e.g. visits, repeat visits and
dwell time
Social Media – e.g. numbers of
comments, followers, and sharing
Efficiency savings
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