ict strategy 2010-13

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


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


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.


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.


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.


• 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.


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


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.


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


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.


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%)


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.


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


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.


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


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.


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.


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.


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


high level programme plan illustrates an indicative timescale, dependencies,

and order of deliver for the Programmes.

Customer Insight


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


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


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.


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.


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


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.

ict strategy 2010-13

Documents