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ICT Strategy 2010-13

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Strategy style guide

Contents

1. Foreword

2. Introduction

3. About Cumbria

4. The national, regionaland localcontext

5. Our vision, outcomes,priorities

6. Delivering the strategy

7. Performance managingand reviewing thestrategy

8. Shaping the strategy

9. Glossary and Appendices

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1. Foreword

ICT is fundamental to changing the way the Council works, inproviding better access to service for Customers and is much morethan network of bytes and bits that enable improved processing and

task completion. It provides a new opportunity to collaborate, tomeet shared goals and aspirations. Furthermore, ICT itself ischanging very rapidly, and so too, our understanding of its potentialis also developing. We are all continually learning to use technologyfor new ends.

Our aspiration is to utilise technology to bring forward new ways ofdelivering services that meet the needs of our communities here inCumbria.

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 tosupport evidence based decision-making

o To facilitate increased mobility which will improve servicedelivery at point of need

o To develop an effective modern ICT architecture, one whichis flexible providing a platform for future development

This strategy for ICT is therefore an organisational strategy, not atechnical one. Its key starting point is the key objectives of theCouncil, as expressed in the Council Plan and its key purpose is indemonstrating how the role of ICT will be used by the CountyCouncil in delivering our priority outcomes. . The aspirations weshare with partners for the county is for Cumbria to be a placewhere 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 ElizabethMallinson

Cabinet Member forOrganisationalDevelopment

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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 providesservices for the people of Cumbria. It is therefore relevant for all ourstakeholders including elected members, those who use ourservices, our staff and our partner organisations. It follows on fromthe previous ICT Strategy, which ran from September 2007 toOctober 2010 and will be reviewed in 2013.

The Council is committed to delivering the best services for ourcommunities. We, along with the rest of the public sector, facesignificant financial and operational challenges and recognise ICT as

a key enabler in responding to those challenges. Over the lifetimeof this Strategy and beyond local government will be expected todeliver better services with fewer resources at a time when demandon those services is increasing. It is against this background thatthis Strategy is set.

Of course, our ICT Strategy should not be viewed as a stand-alonedocument. One of its key roles is to support and link with theCouncil policy and budgetary framework. In this regard the ICTStrategy directly underpins and reflects the outcomes set out inCouncil Plan and Community Strategy and is a key supporting

mechanism is our major initiatives, including the development ofShared Services, the Better Places to Work Programme and ourasset management and workforce development plans.

The corporate plan sets out six key priority themes. The ICTStrategy tangibly supports the delivery of our priority outcomesagainst 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 localpeople through delivering good quality services that are responsive tolocal needs and expectations. Smart ICT has a key role in helping CCC

to work together with Customers, internally within the Council, andacross the County with the district Councils and other public sectorbodies, and across public services generally.

The ICT strategy overview above sets out the context within which thestrategy has been developed, emphasising the importance of having asound platform on which to build Smart ICT which is simpler, betterconnected and easier to use. Smart ICT will deliver better use oftechnology to enable public services that have an impact on residentsdaily lives; through greater choice and personalisation, and givingfrontline staff the tools to deliver better public services. In summary it

will improve access and information, support mobility and ensure ourservice delivery is supported by a robust modern and adaptable ICTarchitecture.

Expressed in simple terms, this Strategy will help the County Councilimprove outcomes for local people.

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While interlinked the areas in which ICT will support delivery of theCouncil Plan outcomes are:

6

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 thisStrategy is illustrated below

Acce

ss

Smart

Working

Communicati

ons

Integrati

on

Business

Intelligence

Technolo

gy

Benefit fromeconomy

Independenthealthy lives

Potential tolearn andearn

Safe fromharm

Reducingcarbonfootprint

Sustainableenvironment

Move easily& safelyaroundCounty

Confidence

in Council todeliver vfm

Easy to useservices

Rightnumbers/quality of staff

Having asay aboutdecisions

Technology and Council Outcomes

Sound progress has been made over the lifetime of the previous ICTStrategy in both the development of the Councils ICT infrastructureand in major projects delivered. This revised Strategy builds on this,is ambitious and will enable ICT to play an increasingly morestrategic role via alignment to the Council Plan. There is recognitionthat ICT alone will not transform Council services, but similarly manyCouncil services cannot be transformed without greater use of ICT.

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The ICT Strategy aims to meet increasing customer expectations ina way that demonstrates value for money and by providing the righttools to do the job for our staff.

3. About Cumbria

Geography

Cumbria is located in the North West region of England. The countyis bound by the Irish Sea to the west and borders Scotland to thenorth. Cumbria also borders Northumberland to the northeast,County Durham to the east, North Yorkshire to the southeast, andLancashire to the south. Cumbria has road and rail links whichconnect the county to the north, east and south.

Cumbria is the second largest county in England. The county ismade up of six districts; Allerdale, Barrow-in-Furness, Carlisle,Copeland, Eden, and South Lakeland. Carlisle is the only city in thecounty. The largest town in the county is Barrow-in-Furness, which isbetween two and three times larger than the second largest town(Kendal).

Cumbria is a predominantly rural county and much of the countysterrain is mountainous. All of the territory in England that is over3,000 feet above sea level is located in Cumbria, including Englandshighest point, Scafell Pike, which stands at 978m (3210 feet).

Cumbria is home to Englands largest National Park, the LakeDistrict National Park, which is considered to be one of the mostbeautiful areas of the United Kingdom and has provided inspirationto generations of artists, writers and musicians. The World HeritageSite of Hadrians Wall runs across the northernmost reaches of thecounty.

Population

With a population of just under 500,000 Cumbria is the second leastdensely populated county in England. Cumbrias population is anageing population; the number and proportion of citizens withinolder age groups is increasing. While this trend is similar to tendsseen at a regional and national level it is more exaggerated inCumbria. Furthermore, the trend is forecast to continue into thefuture driven by, to a large extent, in-migration of people aged 45and over and out-migration of younger adults. The ethnic profile ofCumbria is changing to become more representative of the rest ofthe UK with rapid increases in most minority ethnic groups.

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Over the coming years the county will be challenged by changingdemographics creating an older and more culturally diversepopulation. There will be an increased need to provide high qualitypersonalised services that meet the needs of the changingdemographic and a need to ensure that there is equality across thecounty for residents to access to these services.

Deprivation

Perhaps the biggest issue for Cumbria is tackling the gap betweenthe best and the worst. Overall Cumbria appears to be relativelyaffluent; levels of deprivation in Cumbria are relatively low andsome of the countys residents live in areas where the quality of liveis outstanding. However, this masks the deprivation facing specificneighborhoods and communities within the county; there are some

areas of the county where deprivation is similar to that found in themost deprived inner city areas of the country. As a result, there areinequalities across the county in relation to, for example, levels ofeducational attainment, crime rates, life expectancy, and householdincome.

Economy

Employment in Cumbria is mainly based in the manufacturing andtourism sectors. The workforce in Cumbria has internationallyrenowned skills in nuclear, naval shipbuilding and specialistengineering; expertise which the national Britains Energy Coastinitiative aims to build on.

Over the last 10 years Cumbrias growth in economic productivityhas lagged behind the rest of the UK, particularly in West Cumbria.However, more recent statistics have shown productivity to beimproving with increasingly diverse strands of activity bringingstrength 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 in2007/08. Nevertheless, although rates of unemployment have risenin Cumbria since this time, these increases have been much lowerthan the increases experienced at a regional and national level.

Children and young people

Cumbria is home to approximately 111,200 children and youngpeople aged between 0 and 19 years. This age group accounts for

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22.4% of Cumbrias total population; which is marginally lower thanregional and national proportions of 24.4% and 24% respectively.

Cumbria has 274 primary schools, 33 secondary schools, five specialschools, and four academies. Attainment in Cumbria is generallysimilar 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 bothEnglish and Mathematics; this compared to 72% of pupils at anational level. In the same year 52.4% of pupils at Key Stage 4achieved five or more GCSEs at grades A*-C (including English andMathematics); this compared to 50.4% of pupils nationally.

Attendance in Cumbrian schools is also slightly better than thenational average. In the 2008-2009 school year Cumbria had anoverall pupil absence rate of 5.85%; which compared to a rate of6.27% nationally.

In the last 10 years the number of 0-19 year olds in Cumbria hasfallen by around 4,600 (-4%). This trend is forecast to continue overthe next 10 years. As is the case with many areas that arepredominantly rural, one of the biggest challenges facing Cumbria isthe number of young people who are leaving the county to seekopportunities, in employment and lifestyle, that they dont yet seebeing offered within the county. Reversing this trend is important forthe future of the county. It is anticipated that the establishment ofCumbria University may help to tackle this issue in the comingyears.

Cumbria, the County Council and ICT

Underproject access broadband service was brought to Cumbria in2006. The service provides 98% coverage of the population but islimited in its capacity with the, majority of the service, 72%, beingdelivered at speeds of 1mb per second or less. The Governmentsown Digital; Britain target is 2mb per second for all the population ofthe United Kingdom by 2012 or ,the more ambitious, NextGeneration access (NGA) by 2017 which would give speeds inexcess of 100 mb per second.

There are significant challenges to achieving this target in both thelimitations of the existing infrastructure and the topography makingline of sight microwave solution unaffordable in some of the moreremote areas.

Project access saw a major take up of broadband services indicatinga latent demand for this type of service. Recent consultation withthe Chamber of Commerce and Large Employers in Cumbriasuggests that a 2mb per second service everywhere in Cumbriawould be the preferred aim rather than perpetuation and

exaggeration of the current disparity which would be caused by any

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attempt to upgrade the service to NGA where we can as this wouldinevitably leave poorly served areas even further behind the rest.

The higher demand users are likely to be residential as the demandfor internet based services such as video streaming, TV and gamesdevelops.

The need for good quality affordable broadband across Cumbriawould also support the Closer to Home initiative being pursued bythe PCT and ASC.

Schools and University are moving to remote learning as a way ofsupporting the Green Agenda and the wider engagement of thegeneral rural population in life long learning. This requires highquality broadband services to deliver streamed video and lecturesto home computers.

Resident Satisfaction within the last National Place Survey,Cumbria ranked as the top county in England for a local sense ofbelonging, with 69.3% of Cumbrians saying they feel they belong totheir neighbourhood. Other areas in which Cumbria is the top-ranking County Council (out of the total of 27 English CountyCouncils) is for the extent to which older people believe the rightsupport is there for them to live independently (38.3%) and for thepercentage of people who believe their local Council and policeunderstands their concerns about anti-social behaviour and crimeissues (30.3%). National indicators where Cumbria ranks relativelylow (23rd out of 27) include the number of people who think drugsare a local problem (27.1%); and the number of people who agreethey've been treated fairly by local services in the last year (73.2%)

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4. The national, regional and localcontext

Strategic context for strategies

National Context

The Coalition Government reforms will impact on the role andfunctions of the Council in the future ICT will have a key role insupporting the Council adapt to these changes, and the ICTStrategy will need to be able to adapt to the changing needs of theCouncil.

We can expect a smaller public sector and will be tasked withdelivering services, either directly or through commissioning, withsignificantly less resource. In addition, reflecting the Big Societyapproach, we have a role in supporting communities in servicedesign and delivery, in addressing local governments new role inhealth and in becoming more transparent and accountable to thepublic.

These are all huge challenges which will be supported by aneffective and innovative use of ICT.

Local context

The Council Plan sets out our commitment to improving the lives oflocal people and delivering quality services that are responsive tolocal needs and expectations. We will enable local people to have avoice in decisions that matter to them in their local neighbourhoodor area; will be introducing new ways of working and decisionmaking within localities; and will ensure that people feel they havemore opportunity to contribute to decisions made by the Council.

We will seek to ensure that our resources are focused in the bestways possible to support the delivery of services to the people of

Cumbria. We will continue to drive out inefficiencies and providevalue-for-money services. We will look for ways we can seamlesslydevelop and deliver services jointly with other organisations in orderto improve outcomes for local people. It is also important to us tolisten to the voice of the rural population and make sure that peoplein more isolated rural areas of the county have access to essentialservices.

Looking forward, our long term vision is for Cumbria to be a placethat is.

Wealthier with a sustainable and prosperous economy

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Healthierwhere we are improving the health and well-beingof adults

Happier where we are improving life chances and well beingof 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 thefollowing priority outcomes in order to achieve the long term vision:

Local people benefit from Cumbrias prosperous economy

People lead independent healthy lives

People reach their full potential to learn and earn

People are safe from harm The countys carbon footprint is reducing

People enjoy living in a high quality and sustainableenvironment

People move easily and safely around the county

People have confidence that their Council delivers effectiveand 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 SustainableCommunity Strategy for Cumbria which the Council is working withpartners to achieve. The aspirations we share with partners for thecounty is for Cumbria to be a place where we work together toenergise

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 toredesign service delivery, a different relationship betweengovernment, local government and the public and the emergence ofgreater collaboration between organisations including thedevelopment of shared-services, this ICT Strategy uses the key

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areas of access, mobility, information and architecture to supportthe delivery of key Council outcomes.

5. Our vision, outcomes, priorities

The ICT Vision 2010-2013 & Beyond

The Councils is embarking on significant transformational change torealise the stated outcomes of the Council Plan via programmessuch as Better places For Work and Shared Services, and sees thisorganisational change being enabled by technology. However,technology alone will not transform the Council, but the Councilcannot transform to meet residents expectations without it.

The vision of this ICT Strategy for 2010 to 2013 is in summary toutilise technology to bring forward new ways of delivering services

that meet the needs of our communities. The Strategy will do thisby improving access and information, supporting mobility andensuring our service delivery is supported by a robust modern andadaptable ICT architecture.

Access will be improved through a significant shift toward furtherand deeper interaction with our Customers and service usersthrough gaining a better understanding of their requirements,holding a single public service record for our residents anddelivering a shared identity service. This will in turn enable tailoredservice 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 Councilsbusiness, information will be managed more effectively.. Datarequires a strong framework to ensure consistency internally andwith relevant national standards information will operate within acentrally managed framework offering a more holistic view ofinformation across its services and better information to identify

opportunities for service improvements and process efficiencies.

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In order to operate efficiently, data must be secure, accurate andavailable information will be securely available where required.

This will be developed further through a Councilwide informationmanagement strategy.

Mobility

Will be enhanced through the using technology to support newways of work with for example, mobile devices for staff,

common access points for our internal systems, mobileworking, video-conferencing, collaboration, social networking,will deliver a

SmartWorking environment, enabling staff to work togetherwith the right tools and information.

Similarly residents will be able to better access a wide range ofservices as we ensure the Council can respond to its residents andCustomers demands and enable efficient information exchangethrough open and secure information portals.

Deploying services across a range of platforms will also enablefront-line staff to work efficiently and responsively in deliveringservices to residents by providing information where, when and howit is needed.

Architecture

A Strategic Enterprise Architecture (SEA) (which can be expressedas 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 beunderpinned by developments designed to provide a reliable,flexible and cost-effective ICT infrastructure that responds to thechanging business requirements, based on improved security andresilience, improved ICT performance, system rationalisation anddevelopment of shared services.

Key Opportunities

Overall this technology-enabled transformation will help ensure that:

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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 activityundertaken to implement the Strategy aims to support delivery ofour priority outcomes. To support this, the Strategy focuses on keyprogrammes, the detail of which will be developed in a separateAction Plan.

Key Programmes

Governance

The Strategy articulates the County Councils ambition for our use oftechnology. However, it is recognised that we face a challenging

financial climate and, as such, the programmes outlined here and inthe Action Plan will be subject to ongoing robust governance andwill require clear return on investment and robust projectmanagement methodology.

Customer Insight and Access Programme

The Insight Programme will undertake to inform and refresh theexisting Customer Access Strategy. This information will then helpus identify and use the technology to improve customer access.

Smart Working

The Smart Working Programme is crucial to the success theCouncils ability to work in an increasingly agile way. For example,fully mobilising Social Care with availability of electronic documentsupport for all documents (case related, financial, health reportingintegration, etc.) across the organisation related to a given case.

Communications

The Communications Programme will focus on the Councils abilityto support the Tell Us Once programme.

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Integration

The Integration Programme focuses on the Councils ability tointeract with its partners. For example, delivering effectiveintegration with health, utilities, Police, etc. that enables sharing ofdata and service delivery to Customers.

Business IntelligenceThe Business Intelligence Programme concerns the corporate abilityto provide timely management information and Incident Reporting.

Technology

The technology programme incorporates a number of projects todrive improvement. Examples include Smart Working, mobile andremote technologies in support of our Better Places for Workprogramme 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 Councils budgetary and policyframework.

The ICT Strategy is led by the Councils Organisational DevelopmentDirectorate though it is recognised that its success relies upon awide range of stakeholders including elected members, allDirectorates, staff, our ICT delivery partner and other organisationsin the public sector across Cumbria.

The Strategy is ambitious and clearly seeks to not only build on theprogress 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 setagainst a challenging financial climate and the availability ofresource represents a significant challenge. All of the programmesset out here and detailed in an Action Plan will be subject togovernance, scrutiny and will only proceed where there is a clearreturn on investment and where relevant approval has beensecured.

In addition, the new Coalition Government is generating a new and

challenging policy climate with the role, size and accountability of

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local government changing. The Strategy and its component partswill therefore be continually reviewed to ensure its continuedalignment.

At the time of writing the Councils ICT is provided through anoutsourced partnership with Agilisys. It is recognised that due to

contractual commitments this arrangement will be reviewed duringthe lifetime of the Strategy. However, the it is important todistinguish between the role in the Strategy in identifying what is tobe done and the role of those organisations involved in itsimplementation.

This ICT Strategy is also the subject of Equality Impact andSustainability Assessments. The outputs and recommendations willbe incorporated into the Action Plan and be monitored and reviewedon an annual basis.

Similarly the implementation of the Strategy will be reviewed on anannual basis, with reference to the success of the Action Plan. Thiswill come under the remit of the Organisational Development annualService Plan and will be reported as such. In addition, a set of keyperformance indicators measuring the success of each of theprogrammes will be developed and used.

Planning

Subject to the constraints cited earlier concerning governance,

return on investment and the Councils policy and budgetaryframework the following high level programme plan illustrates anindicative timescale, dependencies, and order of deliver for theProgrammes.

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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 programmedelivery will be strongly influenced by the detail documented in theBusiness Cases delivered in the Initial Investmentphase. Couplingthis with Council priorities, availability of funds, and relationshipswith other in-progress, planned, or otherwise commissionedelements of the ICT Action Plan1 will provide a working detaileddelivery plan. This plan would be built as part of the Governanceactivity.

Funding the StrategyThe following table illustrates potential Return on Investment (ROI)to obtained by Cumbria County Council following investment in anumber of Strategic ICT Components. These are provided here forillustrative purposes only and would be subject o fully costs businesscases, approval and governance.

1

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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 - 1,983,229SmartWorking 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 reviewingthe strategy

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Progress against this Strategy will be monitored through the Councilsperformance monitoring system (Performance +) and be reported in the annualOrganisational Development Directorate Service Plan. This ensures the Strategycontinues to be live and inputs to the wider organisational planning process.Progress made against the overall Strategy will be informed by the use of keyperformance 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 Councils previous ICT Strategy and the progressmade in the use of technology over the last few years. Significant investmenthas been made in several new systems including the implementation of newFinance, procurement and HR and payroll systems providing a sound basis for

further development.

Consultation on the development of the Strategy was undertaken with keystakeholders including the Councils Corporate Management Team, the seniormanagement teams in each Directorates, service users, Agilisys, (our ICTpartner), and other public sector organisations in and beyond Cumbria.

This consultation has enabled the Strategy to evolve and become an cohesiveplan, rather than a wish list of technology. It also ensure the Strategy is, andwill 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 informthe development of this Strategy can be provided by the Councils

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

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considered during the development of the strategy and it will beused by the Policy and Performance Team to log details of thestrategy.

The checklist should be removed from the draft strategy once it hasbeen approved by CMT.

Title of strategy:ICT Strategy

Purpose and rationale for the strategy:(include relevant outcomes)

To provide a framework for the useand development of ICT within theCouncil, demonstrating how ICTsupports the delivery of priorityoutcomes

Organisation responsible for developingthe strategy:

Cumbria County Council

Lead directorate:

Organisational Development

Name of Committee, Elected Member orChief 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

Q1Is this strategy part of the CouncilsPolicy Framework?

No

Q2Which County Council committee orgroup will provide final approval of

the strategy?

Cabinet

Q3Will the strategy be adopted orendorsed by partners/ apartnership?

N/A

Impact assessments

Q4Which formal impact assessmentshave been undertaken for thestrategy and where are theypublished?

EIAs will be undertaken for each ofthe component programmes.

Q5 What populations and geographieswill the strategy impact on?

Service users, staff, elected members.

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Q6

What impact will the strategy and itsdelivery have on the publicperception of the council and theachievement of priority outcomes?

Improved access to services willincrease public perception andsupport the achievement of priorityoutcomes.

Other strategies and plans

Q7Which other strategies and plansdoesthis strategy link to?

Council Plan and Community Strategy

Budget and resources

Q8

What finance or resources arerequired in order to deliver thestrategy?

Each of the programmes included inthe Strategy will be subject tobusiness case.

Q9 Where does this strategy fit with thescheme of delegation?

The Strategy will be led byOrganisational Development

Political

Q10

What is the political significance ofthisstrategy?

The Portfolio holder is Cllr E Mallinson.

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