ict strategy 2010-13
TRANSCRIPT
ICT Strategy 2010-13
Strategy style guide
Contents
1. Foreword 2. Introduction 3. About Cumbria 4. The national, regional and local context 5. Our vision, outcomes, priorities 6. Delivering the strategy 7. Performance managing and reviewing the strategy 8. Shaping the strategy 9. Glossary and Appendices
Strategy style guide
1. Foreword
ICT is fundamental to changing the way the Council works, in providing better
access to service for Customers and is much more than network of bytes and
bits that enable improved processing and task completion. It provides a new
opportunity to collaborate, to meet shared goals and aspirations.
Furthermore, ICT itself is changing very rapidly, and so too, our understanding
of its potential is also developing. We are all continually learning to use
technology for new ends.
Our aspiration is to utilise technology to bring forward new ways of delivering
services that meet the needs of our communities here in Cumbria.
The key principles underpinning the strategy are:
o To improve access to services,
o To store, retrieve and use information efficiently and effectively in
order to ensure such information is used to support evidence based
decision-making
o To facilitate increased mobility which will improve service delivery at
point of need
o To develop an effective modern ICT architecture, one which is flexible
providing a platform for future development
This strategy for ICT is therefore an organisational strategy, not a technical
one. Its key starting point is the key objectives of the Council, as expressed in
the Council Plan and its key purpose is in demonstrating how the role of ICT
will be used by the County Council in delivering our priority outcomes. . The
aspirations we share with partners for the county is for Cumbria to be a place
where we work together to energise……
safe, strong and inclusive communities
health and wellbeing throughout life
a sustainable and prosperous economy
effective connections between people and places
world class environmental quality
This ICT Strategy will help us achieve such aspirations.
Councillor Elizabeth Mallinson
Cabinet Member for
Organisational Development
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2. Introduction
This Strategy sets out a framework for how Cumbria County Council will use,
embrace and develop ICT to improve the way it provides services for the
people of Cumbria. It is therefore relevant for all our stakeholders including
elected members, those who use our services, our staff and our partner
organisations. It follows on from the previous ICT Strategy, which ran from
September 2007 to October 2010 and will be reviewed in 2013.
The Council is committed to delivering the best services for our communities.
We, along with the rest of the public sector, face significant financial and
operational challenges and recognise ICT as a key enabler in responding to
those challenges. Over the lifetime of this Strategy and beyond local
government will be expected to deliver better services with fewer resources at
a time when demand on those services is increasing. It is against this
background that this Strategy is set.
Of course, our ICT Strategy should not be viewed as a stand-alone document.
One of its key roles is to support and link with the Council policy and
budgetary framework. In this regard the ICT Strategy directly underpins and
reflects the outcomes set out in Council Plan and Community Strategy and is a
key supporting mechanism is our major initiatives, including the development
of Shared Services, the Better Places to Work Programme and our asset
management and workforce development plans.
The corporate plan sets out six key priority themes. The ICT Strategy tangibly
supports the delivery of our priority outcomes against all of these themes.
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The IT Enablers Supporting Key CCC Strategic Priorities
The Council Plan sets out our commitment to improving the lives of local people
through delivering good quality services that are responsive to local needs and
expectations. „Smart ICT‟ has a key role in helping CCC to work together with
Customers, internally within the Council, and across the County with the district
Councils and other public sector bodies, and across public services generally.
The ICT strategy overview above sets out the context within which the strategy has
been developed, emphasising the importance of having a sound platform on which
to build „Smart ICT‟ which is simpler, better connected and easier to use. „Smart ICT‟
will deliver better use of technology to enable public services that have an impact
on residents‟ daily lives; through greater choice and personalisation, and giving
frontline staff the tools to deliver better public services. In summary it will improve
access and information, support mobility and ensure our service delivery is
supported by a robust modern and adaptable ICT architecture.
Expressed in simple terms, this Strategy will help the County Council improve
outcomes for local people.
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While interlinked the areas in which ICT will support delivery of the Council
Plan outcomes are:
Access
Smart Working
Integration
Communications
Business
Intelligence
Technology
Access
• Improving Customer Access (portal enabling channels, etc.)
• Business Process Management (cross directorate integrated working, etc.)
• Enabling channel shift.
Access
• Improving Customer Access (portal enabling channels, etc.)
• Business Process Management (cross directorate integrated working, etc.)
• Enabling channel shift.
Smart Working
• Electronic Document Management.
• Enabling mobile and agile working.
Smart Working
• Electronic Document Management.
• Enabling mobile and agile working.
Communications
• Collaboration with colleagues and partners (e.g. NHS/PCT, Utilities, etc.).
• Reducing the incidence of Avoidable Contacts (inc. better Customer
service, for example cross directorate changes of circumstances).
Communications
• Collaboration with colleagues and partners (e.g. NHS/PCT, Utilities, etc.).
• Reducing the incidence of Avoidable Contacts (inc. better Customer
service, for example cross directorate changes of circumstances).
Integration
• Technology to enable a Corporate Customer Index.
Integration
• Technology to enable a Corporate Customer Index.
Business Intelligence
• Executive dashboards,
• National Indicators (KPIs), and
• Statutory Reporting.
Business Intelligence
• Executive dashboards,
• National Indicators (KPIs), and
• Statutory Reporting.
Technology
• Process improvement from Corporate Applications.
• Technology to enable cross directorate workflow.
Technology
• Process improvement from Corporate Applications.
• Technology to enable cross directorate workflow.
Governance
Governance
• Tools and techniques to manage and govern the IT Strategy delivery.
• Creation of a Business Case led delivery programme, Enterprise
Architecture (inc. Design Authority), etc.
Governance
• Tools and techniques to manage and govern the IT Strategy delivery.
• Creation of a Business Case led delivery programme, Enterprise
Architecture (inc. Design Authority), etc.
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The relationship between the County Council „Outcomes‟ and this Strategy is
illustrated below
Access Smart
Working
Communications Integration Business
Intelligence
Technology
Benefit from
economy
√ √ √ √ √ √
Independent
healthy lives
√ √ √ √
Potential to
learn and earn
√ √ √ √ √ √
Safe from harm √ √ √ √
Reducing
carbon
footprint
√ √ √ √ √
Sustainable
environment
√ √ √ √
Move easily &
safely around
County
√ √ √
Confidence in
Council to
deliver vfm
√ √ √ √ √ √
Easy to use
services
√ √ √ √
Right
numbers/quality
of staff
√ √ √ √ √
Having a say
about decisions
√ √ √ √
Technology and Council Outcomes
Sound progress has been made over the lifetime of the previous ICT Strategy
in both the development of the Council‟s ICT infrastructure and in major
projects delivered. This revised Strategy builds on this, is ambitious and will
enable ICT to play an increasingly more strategic role via alignment to the
Council Plan. There is recognition that ICT alone will not transform Council
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services, but similarly many Council services cannot be transformed without
greater use of ICT.
The ICT Strategy aims to meet increasing customer expectations in a way that
demonstrates value for money and by providing the right tools to do the job
for our staff.
3. About Cumbria
Geography
Cumbria is located in the North West region of England. The county is bound
by the Irish Sea to the west and borders Scotland to the north. Cumbria also
borders Northumberland to the northeast, County Durham to the east, North
Yorkshire to the southeast, and Lancashire to the south. Cumbria has road and
rail links which connect the county to the north, east and south.
Cumbria is the second largest county in England. The county is made up of six
districts; Allerdale, Barrow-in-Furness, Carlisle, Copeland, Eden, and South
Lakeland. Carlisle is the only city in the county. The largest town in the county
is Barrow-in-Furness, which is between two and three times larger than the
second largest town (Kendal).
Cumbria is a predominantly rural county and much of the county‟s terrain is
mountainous. All of the territory in England that is over 3,000 feet above sea
level is located in Cumbria, including England‟s highest point, Scafell Pike,
which stands at 978m (3210 feet).
Cumbria is home to England‟s largest National Park, the Lake District National
Park, which is considered to be one of the most beautiful areas of the United
Kingdom and has provided inspiration to generations of artists, writers and
musicians. The World Heritage Site of Hadrian‟s Wall runs across the
northernmost reaches of the county.
Population
With a population of just under 500,000 Cumbria is the second least densely
populated county in England. Cumbria‟s population is an „ageing‟ population;
the number and proportion of citizens within older age groups is increasing.
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While this trend is similar to tends seen at a regional and national level it is
more exaggerated in Cumbria. Furthermore, the trend is forecast to continue
into the future driven by, to a large extent, in-migration of people aged 45
and over and out-migration of younger adults. The ethnic profile of Cumbria
is changing to become more representative of the rest of the UK with rapid
increases in most minority ethnic groups.
Over the coming years the county will be challenged by changing
demographics creating an older and more culturally diverse population. There
will be an increased need to provide high quality personalised services that
meet the needs of the changing demographic and a need to ensure that there
is equality across the county for residents to access to these services.
Deprivation
Perhaps the biggest issue for Cumbria is tackling the gap between the “best”
and the “worst”. Overall Cumbria appears to be relatively affluent; levels of
deprivation in Cumbria are relatively low and some of the county‟s residents
live in areas where the quality of live is outstanding. However, this masks the
deprivation facing specific neighborhoods and communities within the county;
there are some areas of the county where deprivation is similar to that found
in the most deprived inner city areas of the country. As a result, there are
inequalities across the county in relation to, for example, levels of educational
attainment, crime rates, life expectancy, and household income.
Economy
Employment in Cumbria is mainly based in the manufacturing and tourism
sectors. The workforce in Cumbria has internationally renowned skills in
nuclear, naval shipbuilding and specialist engineering; expertise which the
national „Britain‟s Energy Coast‟ initiative aims to build on.
Over the last 10 years Cumbria‟s growth in economic productivity has lagged
behind the rest of the UK, particularly in West Cumbria. However, more recent
statistics have shown productivity to be improving with increasingly diverse
strands of activity bringing strength to the Cumbrian economy.
Towards the beginning of the decade employment growth in Cumbria was
strong. However, as a result of the global recession, this growth slowed down
and eventually took a downwards turn in 2007/08. Nevertheless, although
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rates of unemployment have risen in Cumbria since this time, these increases
have been much lower than the increases experienced at a regional and
national level.
Children and young people
Cumbria is home to approximately 111,200 children and young people aged
between 0 and 19 years. This age group accounts for 22.4% of Cumbria‟s total
population; which is marginally lower than regional and national proportions
of 24.4% and 24% respectively.
Cumbria has 274 primary schools, 33 secondary schools, five special schools,
and four academies. Attainment in Cumbria is generally similar to or slightly
above the national average. In 2009 74.3% of pupils at Key Stage 2 achieved
the target level of 4 or above in both English and Mathematics; this compared
to 72% of pupils at a national level. In the same year 52.4% of pupils at Key
Stage 4 achieved five or more GCSEs at grades A*-C (including English and
Mathematics); this compared to 50.4% of pupils nationally.
Attendance in Cumbrian schools is also slightly better than the national
average. In the 2008-2009 school year Cumbria had an overall pupil absence
rate of 5.85%; which compared to a rate of 6.27% nationally.
In the last 10 years the number of 0-19 year olds in Cumbria has fallen by
around 4,600 (-4%). This trend is forecast to continue over the next 10 years.
As is the case with many areas that are predominantly rural, one of the biggest
challenges facing Cumbria is the number of young people who are leaving the
county to seek opportunities, in employment and lifestyle, that they don‟t yet
see being offered within the county. Reversing this trend is important for the
future of the county. It is anticipated that the establishment of Cumbria
University may help to tackle this issue in the coming years.
Cumbria, the County Council and ICT
Under project access broadband service was brought to Cumbria in 2006. The
service provides 98% coverage of the population but is limited in its capacity
with the, majority of the service, 72%, being delivered at speeds of 1mb per
second or less. The Governments own Digital; Britain target is 2mb per second
for all the population of the United Kingdom by 2012 or ,the more ambitious,
Next Generation access (NGA) by 2017 which would give speeds in excess of
100 mb per second.
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There are significant challenges to achieving this target in both the limitations
of the existing infrastructure and the topography making ”line of sight”
microwave solution unaffordable in some of the more remote areas.
Project access saw a major take up of broadband services indicating a latent
demand for this type of service. Recent consultation with the Chamber of
Commerce and Large Employers in Cumbria suggests that a 2mb per second
service everywhere in Cumbria would be the preferred aim rather than
perpetuation and exaggeration of the current disparity which would be caused
by any attempt to upgrade the service to NGA where we can as this would
inevitably leave poorly served areas even further behind the rest.
The higher demand users are likely to be residential as the demand for
internet based services such as video streaming, TV and games develops.
The need for good quality affordable broadband across Cumbria would also
support the Closer to Home initiative being pursued by the PCT and ASC.
Schools and University are moving to remote learning as a way of supporting
the Green Agenda and the wider engagement of the general rural population
in life long learning. This requires high quality broadband services to deliver
streamed video and lectures to home computers.
Resident Satisfaction – within the last National Place Survey, Cumbria ranked
as the top county in England for a local sense of belonging, with 69.3% of
Cumbrians saying they feel they belong to their neighbourhood. Other areas
in which Cumbria is the top-ranking County Council (out of the total of 27
English County Councils) is for the extent to which older people believe the
right support is there for them to live independently (38.3%) and for the
percentage of people who believe their local Council and police understands
their concerns about anti-social behaviour and crime issues (30.3%). National
indicators where Cumbria ranks relatively low (23rd out of 27) include the
number of people who think drugs are a local problem (27.1%); and the
number of people who agree they've been treated fairly by local services in
the last year (73.2%)
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4. The national, regional and local context
Strategic context for strategies
National Context
The Coalition Government reforms will impact on the role and functions of
the Council in the future – ICT will have a key role in supporting the Council
adapt to these changes, and the ICT Strategy will need to be able to adapt to
the changing needs of the Council.
We can expect a smaller public sector and will be tasked with delivering
services, either directly or through commissioning, with significantly less
resource. In addition, reflecting the Big Society approach, we have a role in
supporting communities in service design and delivery, in addressing local
government‟s new role in health and in becoming more transparent and
accountable to the public.
These are all huge challenges which will be supported by an effective and
innovative use of ICT.
Local context
The Council Plan sets out our commitment to improving the lives of local
people and delivering quality services that are responsive to local needs and
expectations. We will enable local people to have a voice in decisions that
matter to them in their local neighbourhood or area; will be introducing new
ways of working and decision making within localities; and will ensure that
people feel they have more opportunity to contribute to decisions made by
the Council.
We will seek to ensure that our resources are focused in the best ways
possible to support the delivery of services to the people of Cumbria. We will
continue to drive out inefficiencies and provide value-for-money services. We
will look for ways we can seamlessly develop and deliver services jointly with
other organisations in order to improve outcomes for local people. It is also
important to us to listen to the voice of the rural population and make sure
that people in more isolated rural areas of the county have access to essential
services.
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Looking forward, our long term vision is for Cumbria to be a place that is….
Wealthier… with a sustainable and prosperous economy
Healthier…where we are improving the health and well-being of adults
Happier… where we are improving life chances and well being of
children and young people
Safer… with stronger and inclusive communities
Greener… with a world class environmental quality and effective
connections between people and places
Better… where Council services are connected to people and places
Over the next three years the council will focus on achieving the following
priority outcomes in order to achieve the long term vision:
Local people benefit from Cumbria‟s prosperous economy
People lead independent healthy lives
People reach their full potential to learn and earn
People are safe from harm
The county‟s carbon footprint is reducing
People enjoy living in a high quality and sustainable environment
People move easily and safely around the county
People have confidence that their Council delivers effective and
efficient services that provide value for money
People find Council services easy to use
The Council has the right number of people with the skills, attitudes
and behaviours to work in modern and efficient ways
People can have a say about decisions that affect them
These aspirations reflect the outcomes set out in the Sustainable Community
Strategy for Cumbria – which the Council is working with partners to achieve.
The aspirations we share with partners for the county is for Cumbria to be a
place where we work together to energise……
safe, strong and inclusive communities
health and wellbeing throughout life
a sustainable and prosperous economy
effective connections between people and places
world class environmental quality
Set against a backdrop of increasing financial pressure, a need to redesign
service delivery, a different relationship between government, local
government and the public and the emergence of greater collaboration
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between organisations including the development of „shared-services‟, this ICT
Strategy uses the key areas of access, mobility, information and architecture
to support the delivery of key Council outcomes.
5. Our vision, outcomes, priorities
The ICT Vision 2010-2013 & Beyond
The Council‟s is embarking on significant transformational change to realise
the stated outcomes of the Council Plan via programmes such as Better places
For Work and Shared Services, and sees this organisational change being
enabled by technology. However, technology alone will not transform the
Council, but the Council cannot transform to meet residents‟ expectations
without it.
The vision of this ICT Strategy for 2010 to 2013 is in summary to utilise
technology to bring forward new ways of delivering services that meet the
needs of our communities. The Strategy will do this by improving access and
information, supporting mobility and ensuring our service delivery is
supported by a robust modern and adaptable ICT architecture.
Access will be improved through a significant shift toward further and deeper
interaction with our Customers and service users through gaining a better
understanding of their requirements, holding a single public service record for
our residents and delivering a shared identity service. This will in turn enable
tailored service provision, clear and relevant communication and the targeting
of those who would normally be digitally excluded.
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Information
Essential for the proper conduct of all aspects of the Council‟s business,
information will be managed more effectively.. Data requires a strong
framework to ensure consistency internally and with relevant national
standards – information will operate within a centrally managed framework
offering a more holistic view of information across its services and better
information to identify opportunities for service improvements and process
efficiencies.
In order to operate efficiently, data must be secure, accurate and available –
information will be securely available where required. This will be developed
further through a Council–wide information management strategy.
Mobility
Will be enhanced through the using technology to support new ways of work
with for example, mobile devices for staff, common access points for our
internal systems, mobile working, video-conferencing, collaboration, social
networking, will deliver a
SmartWorking environment, enabling staff to work together with the right
tools and information.
Similarly residents will be able to better access a wide range of services as we
ensure the Council can respond to its residents and Customer‟s demands and
enable efficient information exchange through open and secure information
portals.
Deploying services across a range of platforms will also enable front-line staff
to work efficiently and responsively in delivering services to residents by
providing information where, when and how it is needed.
Architecture
A Strategic Enterprise Architecture (SEA) – (which can be expressed as our
basic technology platform which enables optimum use of software, systems
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and hardware, along with emerging technolgies) - will represent a blueprint
for technological change. The SEA will be underpinned by developments
designed to provide a reliable, flexible and cost-effective ICT infrastructure
that responds to the changing business requirements, based on improved
security and resilience, improved ICT performance, system rationalisation and
development of shared services.
Key Opportunities
Overall this technology-enabled transformation will help ensure that:
People have choice and personalisation.
People find it easier to deal with the Council.
People feel more engaged.
People benefit from efficiencies.
Managers are able to free resources from back office to the frontline.
Frontline staff have better tools to undertake their jobs, and the
opportunity to provide better service as a result.
The Strategy is aligned to the Council Plan and all activity undertaken to
implement the Strategy aims to support delivery of our priority outcomes. To
support this, the Strategy focuses on key programmes, the detail of which will
be developed in a separate Action Plan.
Key Programmes
Governance
The Strategy articulates the County Council‟s ambition for our use of
technology. However, it is recognised that we face a challenging financial
climate and, as such, the programmes outlined here and in the Action Plan will
be subject to ongoing robust governance and will require clear return on
investment and robust project management methodology.
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Customer Insight and Access Programme
The Insight Programme will undertake to inform and refresh the existing
Customer Access Strategy. This information will then help us identify and use
the technology to improve customer access.
Smart Working
The Smart Working Programme is crucial to the success the Council‟s ability to
work in an increasingly agile way. For example, fully mobilising Social Care
with availability of electronic document support for all documents (case
related, financial, health reporting integration, etc.) across the organisation
related to a given case.
Communications
The Communications Programme will focus on the Council‟s ability to support
the Tell Us Once programme.
Integration
The Integration Programme focuses on the Council‟s ability to interact with its
partners. For example, delivering effective integration with health, utilities,
Police, etc. that enables sharing of data and service delivery to Customers.
Business Intelligence
The Business Intelligence Programme concerns the corporate ability to
provide timely management information and Incident Reporting.
Technology
The technology programme incorporates a number of projects to drive
improvement. Examples include Smart Working, mobile and remote
technologies in support of our Better Places for Work programme and the
integration of corporate applications.
6. Delivering the strategy
The detail of how this strategy is to be delivered will be developed in an
Action Plan and is subject to the Council‟s budgetary and policy framework.
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The ICT Strategy is led by the Councils Organisational Development
Directorate though it is recognised that its success relies upon a wide range of
stakeholders including elected members, all Directorates, staff, our ICT
delivery partner and other organisations in the public sector across Cumbria.
The Strategy is ambitious and clearly seeks to not only build on the progress
made in the Council but to transform our use of technology. Such
transformation requires significant investment (indicative costs are shown
below). However the Strategy is set against a challenging financial climate and
the availability of resource represents a significant challenge. All of the
programmes set out here and detailed in an Action Plan will be subject to
governance, scrutiny and will only proceed where there is a clear return on
investment and where relevant approval has been secured.
In addition, the new Coalition Government is generating a new and
challenging policy climate with the role, size and accountability of local
government changing. The Strategy and its component parts will therefore be
continually reviewed to ensure its continued alignment.
At the time of writing the Council‟s ICT is provided through an outsourced
partnership with Agilisys. It is recognised that due to contractual commitments
this arrangement will be reviewed during the lifetime of the Strategy.
However, the it is important to distinguish between the role in the Strategy in
identifying what is to be done and the role of those organisations involved in
its implementation.
This ICT Strategy is also the subject of Equality Impact and Sustainability
Assessments. The outputs and recommendations will be incorporated into the
Action Plan and be monitored and reviewed on an annual basis.
Similarly the implementation of the Strategy will be reviewed on an annual
basis, with reference to the success of the Action Plan. This will come under
the remit of the Organisational Development annual Service Plan and will be
reported as such. In addition, a set of key performance indicators measuring
the success of each of the programmes will be developed and used.
Planning
Subject to the constraints cited earlier concerning governance, return on
investment and the Council‟s policy and budgetary framework the following
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high level programme plan illustrates an indicative timescale, dependencies,
and order of deliver for the Programmes.
Customer Insight
Business Intelligence
Community Co-Production
Shared Services
Blended Learning
Smart Working
Single Property View
1st Class Financial Management
Tell Us Once
Personalisation
EDRMS
Self Service & e-Enablement
Incident Reporting
Strategic Enterprise Architecture
Integrating Public Services
Greener ICT
Governance
BI Programme
Integration Programme
Communications Programme
Smart Working Programme
Access Programme
Insight Programme
Technology Programme
Client Index
Single View of Customer
Rural Broadband
Mobilisation
Strategic Programme
ICT Initiative
Milestone(Indicative Timeline; i.e. subject to Scope, Business Case & Detailed Planning, etc.)
3 month intervals
Oct 2010 2011 2012 2013
Indicative Timeline
Action Plan
The plan given above is provided as an indication of what may be possible in a
given time frame; However, the actual programme delivery will be strongly
influenced by the detail documented in the Business Cases delivered in the
Initial Investment phase. Coupling this with Council priorities, availability of
funds, and relationships with other in-progress, planned, or otherwise
commissioned elements of the ICT Action Plan1 will provide a working detailed
delivery plan. This plan would be built as part of the Governance activity.
Funding the Strategy
The following table illustrates potential Return on Investment (ROI) to
obtained by Cumbria County Council following investment in a number of
Strategic ICT Components. These are provided here for illustrative purposes
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only and would be subject o fully costs business cases, approval and
governance.
Low High
a Initial Investment 133,704£ - 162,553£
including PID, Requirements Log, Governance Framework, and Mobilisation. 47,274£ - 59,093£
Strategic Enterprice Architecture (inc. Methodology) 51,888£ - 64,860£
SmartWorking Business Case 15,258£ - 16,784£
b Contact Centre Transition Business Case 15,258£ - 16,784£
c Open Source, DC & DB rationalisation, and Cloud comp. Business Case 4,026£ - 5,033£
d Insight Programme 68,904£ - 75,794£
including Customer Access Strategy refresh.
Customer Insight
e Access Programme 768,174£ - 943,326£
including Access Strategy, Portal, Hub, and CRM integration.
Self-Service e-Enablement
Rural Broadband
1st Class Financial Management
Personalisation
f SmartWorking Programme 1,608,806£ - 1,983,229£
SmartWorking 142,704£ - 179,007£
g EDRMS 1,466,102£ - 1,804,222£
Greener ICT
h Communication Programme 628,404£ - 888,137£
Client Index
Tell us Once
Community Co-Production
Single View of Customer
i Integration Programme 97,128£ - 145,692£
Integrated Public Services
Shared Services 123,510£ - 154,388£
j Business Intelligence Programme 243,132£ - 339,279£
BI
Incident reporting
k Technology Programme 202,404£ - 303,606£
Single View of Property
Blended Learning
Strategic ComponentIndicative Costs
Indicative Cost Summary
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7. Performance managing and reviewing the
strategy
Progress against this Strategy will be monitored through the Council‟s performance
monitoring system (Performance +) and be reported in the annual Organisational
Development Directorate Service Plan. This ensures the Strategy continues to be live and
inputs to the wider organisational planning process. Progress made against the overall
Strategy will be informed by the use of key performance indicators for individual projects,
benchmarking data and our contractual indicators with our current ICT provider.
A formal review of the Strategy will take place in 2012-2013.
8. Shaping the strategy
This Strategy build on the Council‟s previous ICT Strategy and the progress made in the use
of technology over the last few years. Significant investment has been made in several new
systems including the implementation of new Finance, procurement and HR and payroll
systems providing a sound basis for further development.
Consultation on the development of the Strategy was undertaken with key stakeholders
including the Council‟s Corporate Management Team, the senior management teams in
each Directorates, service users, Agilisys, (our ICT partner), and other public sector
organisations in and beyond Cumbria.
This consultation has enabled the Strategy to evolve and become an cohesive plan, rather
than a „wish list‟ of technology. It also ensure the Strategy is, and will continue to be, aligned
to the outcomes the Council has set as its priorities.
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9. Glossary and appendices
A Glossary, appendices and case studies used to support and inform the development of
this Strategy can be provided by the Council‟s ICT Client Team.
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10 Point Strategy Checklist and Information sheet
This 10 point checklist and information sheet has a number of uses – it provides a reminder
of some of the issues you need to have considered during the development of the strategy
and it will be used by the Policy and Performance Team to log details of the strategy.
The checklist should be removed from the draft strategy once it has been approved by CMT.
Title of strategy: ICT Strategy
Purpose and rationale for the strategy:
(include relevant outcomes)
To provide a framework for the use and
development of ICT within the Council,
demonstrating how ICT supports the
delivery of priority outcomes
Organisation responsible for developing the
strategy:
Cumbria County Council
Lead directorate: Organisational Development
Name of Committee, Elected Member or Chief
Officer commissioning the strategy:
Cllr E Mallinson
Job title of lead officer: Jim Savege, Corporate Director –
Organisational Development
Life span of strategy: 2010 – 2013
Anticipated date of approval: October 2010
Anticipated date of refresh: October 2013
Approval Committee or body: Cabinet
Policy framework and routes of approval
Q1 Is this strategy part of the Council‟s Policy
Framework? No
Q2
Which County Council committee or
group will provide final approval of the
strategy?
Cabinet
Strategy style guide
Q3 Will the strategy be adopted or endorsed
by partners/ a partnership? N/A
Impact assessments
Q4
Which formal impact assessments have
been undertaken for the strategy and
where are they published?
EIA‟s will be undertaken for each of the
component programmes.
Q5 What populations and geographies will
the strategy impact on? Service users, staff, elected members.
Q6
What impact will the strategy and its
delivery have on the public perception of
the council and the achievement of
priority outcomes?
Improved access to services will increase
public perception and support the
achievement of priority outcomes.
Other strategies and plans
Q7
Which other strategies and plans does
this strategy link to? Council Plan and Community Strategy
Budget and resources
Q8
What finance or resources are required in
order to deliver the strategy?
Each of the programmes included in the
Strategy will be subject to business case.
Q9 Where does this strategy fit with the
scheme of delegation?
The Strategy will be led by Organisational
Development
Political
Q10
What is the political significance of this
strategy?
The Portfolio holder is Cllr E Mallinson.