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Service Plan 2004/05
Directorate: Corporate Services
Service
Area: Organisational
Development
Produced
by: David Price
Phone
Number: 01983 82 3502
Location: County Hall
Date
completed: 27th
August, 2003
Services
covered: Organisational
development
Customer
Services (County Hall)
Strategic Project Management
ICT Operations
Software
Development
ICT
Service Development
Contents:
Service Plan Summary, Structure and Budget, Previous Year’s Improvement Plan,
Key Objectives, Key Performance Measures, Consultation, Resource Bids
1.Service
Plan Summary-2004/05
For information
The Council’s Corporate objectives
1.
Improving health,
housing and the quality of life for all
2.
Encouraging job
creation and economic prosperity
3.
Raising education
standards and promoting lifelong learning
4.
Creating safe and
crime-free communities
5.
Improving public
transport and the highways infrastructure
6.
Protecting the
Island’s physical environment
In
addition these are specific commitments from the Annual Action Statement
7.
Strong, political
and managerial leadership
8.
Strategically
driven excellence in Service delivery
9.
Improving a
community focus
10.
Organisational
improvement and staff development
The
numbers indicating the Council’s corporate and key objectives and commitments
are used throughout this Service Plan for reference purposes.
Directorate & Service
-
Corporate
Services - Organisational Development
Service Description
Organisational
Development
-
Provide advice and
guidance to Members, Directors and Heads of Service on issues related to the
overall development of the organisation
-
Manage the development
and implementation of the Great Access to Great Services (GAGS) agenda
-
Promote and enable
business process re-engineering across the organisation to support better
customer services
-
Manage the development
of e-government within the organisation
Customer Services
-
Provide a wide range of
switchboard and face to face customer services
-
Provide facilities
management in County Hall, including security, access control, postal services,
snack bar etc
-
Facilitate Newport Area
Forum
Strategic
Project Management
-
Provide specialist
project management for key strategic organisational development related projects, including:
-
Corporate telephone
enquiry centre
-
Document imaging /
electronic document management
-
Land and property
gazetteer
-
E-procurement
ICT Operations
-
Provide specialist
technical ICT related services to the organisation, including:
-
telephony
-
local and wide area
data networks
-
desktop infrastructure
(PCs, printers, software, support etc)
-
major systems
management general ledger, payroll etc)
-
ICT security management
including data back-up, anti-virus, internet security etc
Software Development
-
Provide specialist
development and maintenance of key corporate software (e.g. general ledger,
payroll) and other systems
-
Develop and maintain
front end systems to support the implementation of e-government and electronic
service delivery
-
Provide specialist
development and integration services to facilitate the implementation of
corporate systems such as DIP/ NLPG and others.
-
Provide support and
expertise for business process mapping and re-engineering across the
organisation
ICT Service
Development
-
Provide specialist
organisational development and ICT advice and support for directorate and
service developments
-
Provide project
management and support for service ICT projects where appropriate
-
Provide advice and
guidance on ICT training and development
Critical Success Factors (from section 4c)
|
Factor |
Measured By |
Reported as |
|
Widespread organisational commitment to GAGS |
Approval and funding of GAGS projects Survey results |
Progress on GAGS agenda |
|
Genuine organisation-wide commitment to the
2005 e-government agenda |
Service level activity Survey results |
Progress on e-government |
|
Telephone enquiry centre
operational and handling back office work |
Approval and funding of
the project Project progress reports |
Progress on the telephone
enquiry centre |
|
First class transaction
based web site. |
Appropriate recognition in
annual SOCITM survey |
Website ranking |
|
ICT properly resourced on
a sustainable basis |
Long term funding
provision for ICT |
ICT resourcing |
Key Achievements from 2003/04: (from section 3)
- Department management issues / back filling addressed
- Mapping of current service provision started
- GAGS agenda defined and launched
- CRM requirements specified
- E-government action plan defined via GAGS initiative
- Document imaging project approved
- Contact management system development approved
- E-procurement project started
- Land and property gazetteer procurement carried out (awaiting approval)
- Increasing number of services made available on line
- ICT core infrastructure proposals defined and funded
- Introduction of shadow service level agreements in ICT support
- Reduced server farm risks and implemented risk management project
- ICT training and development strategy being implemented
-
Core business delivered economically, efficiently and
effectively
Key Objectives and
Improvements for 2004/05:
From section 4a - Service
Objectives
-
Ensure good progress on GAGS agenda
-
Provide best value ICT operations
-
Provide best value software services
-
Help directorates deliver external e-services
-
Help directorates deliver internal e-services
-
Achieve national recognition for web site
-
Provide effective project management and project
support
-
Ensure effective delivery of ICT training and
development strategy
-
Manage and reduce ICT related risks
-
Provide excellent customer facing services in County
Hall
-
Implement access control system at remote sites
From section 4b - Service
Improvement Plan
-
Implement a corporate telephone enquiry centre
-
Implement GAGS principles in County Hall service centre
-
Improve level of user satisfaction ICT operations
-
Improve services available from Software Development
-
Make visible progress on e-government target
-
Improve service delivery in customer service centre
-
Ensure new core systems are fit for purpose
-
Provide additional office space for the department
Longer term objectives:
- Substantial improvements in quality of customer service
- Substantial improvements in quality, efficiency and effectiveness of business processes across the organisation
2. Structure and
Budget 2004 - 2005
|
Team |
Workforce (FTE) |
Staff Costs (£) |
Other costs (£) |
Total costs (£) |
|
Organisational
Development |
2 |
91,314 |
33,344 |
124,658 |
|
ICT
Operations - mngt and admin |
3 |
69,565 |
117,420 |
186,985 |
|
Service
Development |
3 |
96,680 |
14,849 |
111,529 |
|
Software
Development |
11.6 |
359,542 |
40,251 |
399,793 |
|
Technical
Support |
10 |
243,412 |
55,369 |
298,781 |
|
Networked
Systems |
9 |
276,581 |
115,324 |
391,905 |
|
Strategically
funded posts |
6 |
187,456 |
7,379 |
194,835 |
|
Customer
service centre |
6.7 |
134,298 |
72,301 |
206,599 |
|
Mail room |
4.2 |
75,734 |
(91,498) |
(15,764) |
|
Admin
Buildings (inc snack bar) |
1.4 |
20,230 |
712,754 |
732,984 |
|
Telephones |
0 |
0 |
(27,664) |
(27,664) |
|
Savings
requirement |
0 |
0 |
(152,647) |
(152,647) |
|
Total |
56.9 |
1,554,812 |
897,182 |
2,451,994 |
Key Partners:
Accommodation:
-
2 Langley Court
-
Customer service centre,
County Hall
-
Post room, County Hall
-
Snack bar, County Hall
-
Rooms 405 / 406, County
Hall
-
Development / project
management office, Bugle House
-
Server farm, County Hall
-
Various voice and data
locations in County Hall and elsewhere
The accommodation
arrangements for the department are unsatisfactory at present and this
situation will be exacerbated as the organisational development / ICT agenda
continues to grow.
Current problems:
-
The lack of clarity
about the proposed use of Enterprise House as a telephone enquiry centre is a
major threat to the implementation of GAGS as currently planned.
-
The Strategic Projects
Team and the Service Development Team have been moved several times during the
past financial year and require more suitable accommodation than is currently
available.
-
The server farm requires
significant investment to ensure adequate protection against malicious damage,
fire, flood and other major incidents.
Future problems:
-
Substantial work will be
required on customer service points across the island once the GAGS agenda
starts work on that part of the project.
-
The document imaging /
electronic document management project will require the flexible use of space
for scanning purposes during the project roll-out.
-
The current growth in
the department is expected to continue in future years and is likely to
outstrip the space that has been made available to the department to date. This
is being addressed by plans to extend the use of the Langley Court site but
will need to be taken fully into account as part of future accommodation
planning work.
3. Previous Year’s Improvement Plan-2003/04 (to section 1 – summary)
Task |
Target Date |
Target Outcome |
Achieved & Comments |
Corporate Objective |
|
Dept mngt issues / back
filling |
June 2003 |
Organisational development
dept able to perform efficiently and effectively |
Key changes made and posts
filled. |
All |
|
Map current service
provision |
June 2003 |
Commonly agreed
understanding of current service provision |
Process planned, modelled
and work in progress but not completed. Outcome affected by
required changes to the agreed GAGS programme |
-
Strategically driven
excellence in Service delivery -
Organisational
improvement and staff development |
|
Define and gain approval
for a customer service access strategy |
July 2003 |
Clearly agreed and funded
strategy for the delivery of front office services |
Part of GAGS agenda. Agreed
first phase planned and costed on schedule.
To be considered by Members in September. |
-
Strategically driven
excellence in Service delivery |
|
Develop a detailed
statement of need for a CRM system |
April 2003 |
Baseline document for CRM
procurement available |
Statement developed on
schedule. |
-
Strategically driven
excellence in Service delivery |
|
Develop and gain resources
for an e-government action plan |
July 2003 |
Properly agreed and funded
action plan capable of meting 2005 target |
GAGS agenda will deliver
modernised government and most of the 2005 target. Plan and costs delivered
on schedule but awaiting approval from Members. |
-
Strategically driven
excellence in Service delivery |
Task |
Target Date |
Target Outcome |
Achieved & Comments |
Corporate Objective |
|
Implement baseline
monitoring of activity in customer service departments |
July 2003 |
Clear and accurate
understanding of current customer demands |
New help desk system
implemented to record and report on all activity. |
-
Strategically driven
excellence in Service delivery |
|
Document imaging project |
December 2003 |
DIP implemented in Planning |
On schedule. The DIP
project was approved by the Executive and endorsed by the Resources Select
Committee in August and on-site implementation will start in October. |
-
Strategically driven
excellence in Service delivery |
|
Customer relationship
management project |
December 2003 |
System procured and
implementation under way. |
The costs of an external
solution were prohibitive. The software team prototyped a simpler solution
which was approved and the first release of the working solution is on
schedule for delivery at the end of September. The system was deemed fit for
purpose by an external consultant in August. |
-
Strategically driven
excellence in Service delivery |
|
E-procurement project |
December 2003 |
Substantial progress and clear
way forward |
Formal PRINCE project
initiated and work in progress. |
-
Strategically driven
excellence in Service delivery |
|
Land and property gazetteer |
December 2003 |
Gazetteer implemented. Data
custodian maintaining data |
Project ready to procure on
schedule in July. Now held up pending Members approval of funding. |
-
|
Task |
Target Date |
Target Outcome |
Achieved & Comments |
Corporate Objective |
|
On-line service delivery |
Ongoing |
Increasing no. of services available electronically |
In-progress. |
-
Strategically driven
excellence in Service delivery |
|
ICT infrastructure
development plan written and approved |
August 2003 |
Clearly defined and funded
technology plan which meets current and anticipated needs. |
Achieved as far as possible
with significant progress on GAGS and Social Services requirements. |
-
Strategically driven
excellence in Service delivery |
|
Network performance and
proposed solution independently assessed and solution implemented |
August 2003 |
Network performance meets
users needs |
Achieved. Funding approved
in August and implementation now in progress |
-
Strategically driven
excellence in Service delivery |
|
Shadow introduction of
service level agreements within ICT operations |
April 2003 |
Proper performance management
of ICT operations |
Achieved. Shadow SLAs
implemented as part of the Touchpaper system |
-
Strategically driven
excellence in Service delivery |
|
ICT disaster recover / risk
management strategy |
October 2003 (subject to additional
resources being made available) |
Significant reduction in
existing risks to core ICT systems |
Achieved big reduction in
risk to server farm by extending area and work in progress to procure a
secure environment. Also working on risk via corporate risk management
processes. |
-
Strategically driven
excellence in Service delivery |
|
ICT training and
development strategy formally approved and being implemented |
July 2003 |
Staff across the organisation
have the necessary skills |
Strategy drafted but not
yet submitted for formal approval. Expected to require
amendments once GAGS agenda formalised . Key operational requirements
being implemented |
-
Strategically driven
excellence in Service delivery |
4. Key Performance Measures
4a Objectives of Service 2004/5, 2005/6, 2006/7 (to Section 1 – summary)
|
Objective |
Action |
Outcome |
Target & date to be achieved |
Key Officer/ Partners |
Link to Corporate Objective |
Bid to budget process |
|
Ensure good progress on the GAGS agenda |
Plan
and manage the GAGS project. |
Clearly
defined project plan. |
Project
plan approved by Executive October
2003 |
David
Price, SMT, Executive, Prog.
Board |
Strategically driven
excellence in Service delivery |
Yes |
|
Carry
out extensive consultation |
Staff
and others feel properly consulted |
When
surveyed, 80% of staff report GAGS
consultation has improved by April 2004 |
David
Price, Policy
Dept, Unison, Staff, External
agencies |
Strategically
driven excellence in Service delivery Org. improvement and staff development |
No |
|
|
Obtain
Member and senior officer approval for all key elements |
Members
and senior mngt fully informed and committed |
All
key decisions agreed by Executive / SMT October
2003 and ongoing |
David
Price, Executive, Other
Members, SMT |
Strong, political and
managerial leadership |
No |
|
|
Implement
GAGS elements |
Key
elements being implemented on time, budget and schedule |
See
project plan for details |
David
Price/ project managers, SMT,
Staff, Suppliers |
Strong, political and
managerial leadership |
Yes |
|
|
Provide
best value ICT operations |
Provide
a best value safe, secure, robust voice and data infrastructure |
No
data lost 95%
availability during normal working hours 85%
of users are satisfied with services |
Immediate
& ongoing March
2004 July
2004 |
Roger
Brown, ICT
operations |
All |
Yes |
|
Objective |
Action |
Outcome |
Target & date to be achieved |
Key Officer/ Partners |
Link to Corporate Objective |
Bid to budget process |
|
Provide
best value software services |
Maintain
and enhance existing systems as required |
Systems
available during normal working hours |
99%
availability during normal working hours. Immediate
and ongoing |
Richard
Williams Software
Dev’t team |
All |
Yes |
|
Help
directorates deliver all possible public facing services on line |
Define
and prioritise business processes to be e- enabled |
Clearly
defined and agreed roll-out plan |
April
2004 |
Richard
Williams Software
Dev’t team Depts. |
Strategically driven
excellence in Service delivery |
Yes |
|
Develop
and implement solutions where relevant |
Processes
e-enabled |
100%
by December 2005 |
||||
|
Develop
a contact management system |
Contact
system fit for purpose and in use |
Live
use in contact centre by April 2004 |
||||
|
Help
directorates deliver all possible internal services electronically |
Define
a and
prioritise business processes to be e- enabled |
Clearly
defined and agreed roll-out plan |
July
2004 |
Richard
Williams Software
Depts. |
Strategically driven
excellence in Service delivery |
Yes |
|
Develop
and implement solutions |
Processes
e-enabled |
100%
by December 2007 |
||||
|
Achieve
national recognition for website |
Develop
and enhance website and submit for national consideration |
National
recognition amongst council web sites |
December
2004 |
Richard
Williams, External
evaluators |
Improving a community
focus |
No |
|
Objective |
Action |
Outcome |
Target & date to be achieved |
Key Officer/ Partners |
Link to Corporate Objective |
Bid to budget process |
|
Provide
effective project management and project support |
Implement
DIP |
DIP
implemented in Planning and other depts |
August
2004 and continuing |
Dave
Martin, Planning, Valid
Systems Other
depts |
Strategically driven
excellence in Service delivery |
No |
|
Implement
NLPG |
NLPG
implemented and being integrated across the authority |
August
2004 and continuing |
Andy
Fahey NLPG, Suppliers, |
Strategically driven
excellence in Service delivery |
Yes |
|
|
Progress
E-procurement |
Business
case for e-procurement |
December
2004 |
Eddie
Brown All
depts Suppliers |
Strategically driven
excellence in Service delivery |
In
2005/06 |
|
|
Support
service level ICT related projects |
Projects
supported on time, budget, and specification |
Ongoing |
John
Clack Various
depts. |
Strategically driven
excellence in Service delivery |
No |
|
|
Bid
for resources needed to properly
support service level projects |
Funding
approved and able to support service level ICT related projects |
June
2004 |
John
Clack Members Finance |
Strategically driven
excellence in Service delivery |
Yes |
|
|
Ensure
the effective delivery of the ICT training and development strategy |
ICT
T&D strategy being implemented |
75%
of users report having the necessary training to use ICT effectively |
50%
by July 2004 65%
by July 2005 80%
by July 2006 |
John
Clack, Learning
Department |
All |
Yes |
|
Objective |
Action |
Outcome |
Target & date to be achieved |
Key Officer/ Partners |
Link to Corporate Objective |
Bid to budget process |
|
Manage
and reduce ICT related risks |
Bid
for resources for risk management officer |
Additional
person appointed |
July
2004 |
John
Clack Members Finance Risk
Mngt |
All |
Yes |
|
Implement
project to achieve BS:7799 accreditation |
Organisation
is formally accredited to BS:7799 |
December
2007 |
John
Clack Risk
Mngt External
assessor |
All |
In
2005/06 |
|
|
Provide
excellent customer facing services |
Provide
switchboard and face to face services for County Hall |
80%
of customers report receiving a satisfactory service |
July
2004 |
Maureen
Gardiner, CSC staff |
Strategically driven
excellence in Service delivery |
No |
|
Implement
access control system at remote sites |
Bid
for resources for expansion of access control system. Implement if funded |
Improved
access control at remote sites |
July
2004 |
Maureen
Gardiner, Property Services |
Strategically driven
excellence in Service delivery |
Yes |
4b Service Improvement Plan 2004/5, 2005/6, 2006/7 (to
S 1 – summary)
|
Objective |
Action
|
Outcome
|
Target
|
Key Officer/ Partner |
Linked
to Corporate Objective |
Bid
to Budget process |
|
Implement a corporate telephone enquiry centre |
Plan
and establish a corporate call centre |
Call centre established and ready for live running |
April
2004 |
Caroline
Taylor, Members SMT |
Strategically driven excellence in Service delivery |
Yes |
|
Establish
mechanisms to transfer business processes into call centre |
Widely understood and owned procedure for service take-on Smooth, effective service take on |
April
2004 April
2004 and ongoing |
David Price, Caroline Taylor SMT Prog Board David Price, Policy Unit SMT |
Strategically driven excellence in Service delivery |
No |
|
|
Consult
to establish widespread ownership of changes |
Members and staff understand reasons for call centre |
100%
of Members and 75% of staff understand reasons by April 2004 |
David Price Policy Unit |
Strategically driven excellence in Service delivery |
No |
|
|
Realise
planned benefits |
Planned benefits from service take-on defined and being delivered |
Benefits
plan in place April 2004 Ongoing
benefits realisation |
David Price, Caroline Taylor SMT Members |
Strategically driven excellence in Service delivery |
Possible for 2005 |
|
|
Apply
learning to CSC in County Hall |
Improved service delivery in CSC |
Process
transfers from June 2004 onwards |
Caroline Taylor, Customer Services Manager |
Strategically driven excellence in Service delivery |
No |
|
|
Implement GAGS principles to one stop shops and other access channels |
Develop
detailed GAGS action plan for other
access channels |
Clear way forward for improving customer services in one stop shops and
elsewhere |
Initial
proposals by July 2004. Consultation
/ approval by Sept 04. |
David Price Prog Board Members SMT Staff |
Strategically driven excellence in Service delivery |
In 2005/06 and later |
|
Objective |
Action
|
Outcome
|
Target
|
Key Officer/ Partner |
Linked
to Corporate Objective |
Bid
to Budget process |
|
Improve level of user satisfaction in ICT operations |
Increase
use of remote problem solving techniques |
Better, faster, more economic
services for customers |
60%
of all calls resolved remotely by December 2004 |
Roger Brown, Di Simmonds, ICT Operations |
Strategically
driven excellence in Service delivery |
No |
|
Implement
on-line customer access to Touchpaper |
Customer able to track issues on-line Reduced number of telephone calls to ICT |
Call
logging and tracking on line by July 2004 |
Roger Brown, Software Devt. |
Strategically
driven excellence in Service delivery |
No |
|
|
Implement
network management solution |
Proactive management of networks. Improved reliability of services. |
Network
mngt in place by July 2004 Increased
reliability demonstrable by December 2004 |
Roger Brown Roger Brown, ICT Operations |
Strategically
driven excellence in Service delivery |
No |
|
|
Revise
ICT infrastructure development plan and seek funding |
Strategic infrastructure requirements properly and fully considered |
Plan
available and funded |
Roger Brown |
Strategically
driven excellence in Service delivery |
Probable in 2005/06 |
|
|
Improve services available from Software Devt. |
Develop
five year action plan for all in-house systems |
Proactive planning of future workloads |
Five
year action plan available by August 2004 |
Richard Williams |
Strategically
driven excellence in Service delivery |
No |
|
Enhance
use of Prince 2 in project management |
Project management carried out in line with corporate standards |
Two
PRINCE practitioners by December 2004 |
Richard Williams |
Strategically
driven excellence in Service delivery |
No |
|
|
Increase
number of external users contributing to web site |
Increased involvement of Parish Councils and schools |
Ten
additional contributors by March 2005 |
Richard Williams, Marc Cole-Bailey |
Strategically
driven excellence in service delivery |
No |
|
|
Objective |
Action
|
Outcome
|
Target
|
Key Officer/ Partner |
Linked
to Corporate Objective |
Bid
to Budget process |
|
Visible progress on e-govt target |
Increased
number of fully transactional services available to the public |
Easier, faster, more economical access to services |
70%
on-line by December 2004 |
Richard Williams, SMT Depts |
Strategically driven excellence in Service delivery |
Yes |
|
Increased
number of fully transactional services available internally |
Easier, faster, more economical access to services |
40%
on-line by Dec 04 60%
on-line by Dec 05 80%
on-line by Dec 06 100%
on line by mid 2007 |
Richard Williams SMT Depts |
Strategically driven excellence in Service delivery |
Yes |
|
|
Improve service delivery in Customer Service Centre |
Progress
development of customer care NVQ |
Staff trained to NVQ level Course available for use elsewhere |
All
CSC staff trained to NVQ standard by December 2006 |
Maureen Gardiner |
Strategically driven excellence in Service delivery |
No |
|
Benefits
of Charter Mark investigated and achieved if appropriate |
Demonstrable recognition of customer service levels |
Charter
mark by December 2006 if relevant |
Maureen Gardiner |
Strategically driven excellence in Service delivery |
No |
|
|
Ensure new core systems are fit for purpose |
Review
commitments and creditors system in context of e-procurement Develop
project to replace if appropriate |
Commitment and creditors system fit for purpose |
Evaluation
complete by June 2004 Business
case complete if appropriate by October 2004 |
Eddie Brown, Paul Wilkinson Richard Williams |
Strategically driven excellence in Service delivery |
In
2005/06 |
|
Objective |
Action
|
Outcome
|
Target
|
Key Officer/ Partner |
Linked
to Corporate Objective |
Bid
to Budget process |
|
Ensure core systems are fit for purpose (cont.) |
Integration
of NLPG database with back office systems |
High quality referential integrity across key systems |
Integration
with three services by December 2004 |
Andy Fahey |
Strategically driven excellence in Service delivery |
No |
|
Provision of additional office space |
Extend
operations into other Langley Court buildings |
ICT staff will have sufficient office space for two to three years. |
Staff
under one roof by September 2004 |
John Clack |
Organisational
improvement and staff development |
Yes |
|
Critical Success Factor |
Outcome |
Key Actions |
Key Dates |
|
Widespread organisational commitment
to GAGS |
Political commitment to
make GAGS happen Managerial commitment to
make GAGS happen Staff commitment to make
GAGS happen |
Develop organisation wide
processes for face-to-face consultation with Members, managers and staff Implement processes
regularly and consistently throughout the life of the project. |
Ongoing throughout 2004 and
beyond. |
|
Genuine organisation-wide
commitment to the 2005 e-government target |
Services take positive
actions to deliver e-government target on time. |
Action on e-government set
as a target in everyone’s PDP Organisation prioritises
e-government / GAGS agenda above other issues and resources it accordingly |
As soon as possible As soon as possible |
|
Telephone enquiry centre
operational and handling work transferred from back office functions
efficiently and effectively |
Significantly improved
customer perception of council services |
Clarify GAGS decision
making processes. Ensure genuine member /
management support for call centre and process transfer Develop and implement
service take-on procedure |
As soon as possible As soon as possible April 2004 and ongoing |
|
Critical Success Factor |
Outcome |
Key Actions |
Key Dates |
|
First class transaction
based web site |
National recognition of web
site External validation that
web site is fit for purpose |
Implement contact
management system Integrate with back office
systems Continue to enhance as
services transfer into front office |
April 2004 May 2004 Ongoing |
|
ICT properly resourced on a
sustainable basis |
ICT seen as a key strategic
enabler rather than a cost centre. Service able to work
proactively with a five year time horizon. Sufficient headroom to
address best practice issues, including risk management, business continuity
and disaster recovery. |
Previously identified ICT
funding requirements to be properly taken into account in financial planning
cycle |
As soon as possible |
5. Key Performance Measures and Targets 2004/05
5a Targets for the Annual Action Statement 2004/05
|
Target Description |
Target 2003/04 If app. |
Target 2004/05 |
Benchmark figure and year if app. |
Source |
|
Not
applicable |
30% |
81% (East Riding - 2003) |
Corporate
contact management system |
|
|
Not
applicable |
40 |
No
benchmark |
Corporate
contact management system |
|
|
Not
applicable |
3 |
No
benchmark |
DIP Project Manager |
5b Mandatory targets
2004/05
|
Performance Indicator and source |
Target 2002/3 |
Actual 2002/3 |
Target 2003/4 |
Target 2004/5 |
Benchmark Figure |
Source |
|
25% |
17% |
40% |
80% |
Meaningful comparisons are
not available |
N/a |
5c Other key targets 2004/05
|
Performance Indicator and source |
Target 2002/3 |
Actual 2002/3 |
Target 2003/4 |
Target 2004/5 |
Benchmark Figure |
Source |
|
N/a |
N/a |
75% |
80% |
N/a |
N/a |
|
|
99% |
N/a |
99% |
99% |
N/a |
N/a |
|
|
95% |
N/a |
99% |
99% |
N/a |
N/a |
|
|
30% |
N/a |
60% |
65% |
N/A |
N/a |
|
|
N/a |
N/a |
80% |
85% |
N/a |
N/a |
|
|
Top 20 |
Ninth most visited council
site on a weighted population basis |
Top 20 |
Top 20 |
N/a |
SOCITM Annual survey |
|
|
600,000 |
691,325 |
750,000 |
800,000 |
N/a |
N/a |
|
|
N/a |
N/a |
60% |
80% |
N/a |
N/a |
|
Performance Indicator and source |
Target 2002/3 |
Actual 2002/3 |
Target 2003/4 |
Target 2004/5 |
Benchmark Figure |
Source |
|
N/a |
N/a |
N/a |
30% |
N/a |
N/a |
|
|
N/a |
Some |
60 |
100 |
N/a |
N/a |
|
|
N/a |
1 |
10 |
25 |
N/a |
N/a |
|
|
N/a |
N/a |
100% |
100% |
N/a |
N/a |
|
|
61 episodes 504 days |
N/a |
55 days 454 days |
Better than 2003/04 |
N/a |
N/a |
|
|
N/a |
Low |
Medium |
Medium |
N/a |
N/a |
|
|
N/a |
Medium |
High |
High |
N/a |
N/a |
6a Consultation 2003/04
|
Subject for Consultation |
Dates and Contact |
Consultation with whom |
Key Results of Consultation |
Actions taken/ cross ref to Key Objectives/ Improvement Plan |
|
Core network review |
May 2003 |
NCC, Social Services Planning Education |
Report produced on core
network requirements |
Upgrade plan proposed
and funding approved in August 2003. Implementation in
progress |
|
BS:7799 security gap
analysis |
July 2003 |
NCC Audit Social Services Education |
Report on corporate
security issues |
Project established to
address server farm risk issues Bid proposed in this
service plan to enable progress on BS:7799 compliance |
|
Switchboard services |
Feb 2003 |
External customers |
Consistently good
service but customers would like operators to answer basic questions |
Will be addressed via
GAGS project if telephone enquiry centre goes ahead. |
|
Customer service centre |
Feb 2003 |
External customers |
Location and facilities
good but some issues re parking and signs |
Signs on the section’s
action plan for this year. |
|
CRM requirements |
Various dates between
April and June 2003 |
GAGS Programme Board Customer Services Various other public
facing services ICT staff |
Clarification of
requirements Political and managerial
support for in-house development of
contact system |
In-house contact
management system being developed. |
|
PIPS on-line |
Various dates between
January and June 2003 |
PIPS user group Penny Law Mike Crabb |
Clarification of
requirements |
Work in progress to develop
project plan for updates to PIPS system |
|
Subject for Consultation |
Dates and Contact |
Consultation with whom |
Key Results of Consultation |
Actions taken/ cross ref to Key Objectives/ Improvement Plan |
|
GAGS agenda |
Various dates from
October 2002 to August 2003 |
Executive, Resources Select, Programme Board, SMT Staff, NHS, Suppliers External consultants, District Audit CPA inspection team Launch events |
Significant need to
improve customer services. |
Development of customer
centred organisation strategy Project plan to deliver
GAGS |
|
Document imaging |
Various dates
throughout the year |
Service Heads Operational staff ICT NCC Suppliers Reference sites |
Clear and demonstrable
need for document imaging / electronic document management |
DIP project progressed Business case prepared
and approved Implementation about to
start |
|
Land and property
gazetteer |
Various dates
throughout the year |
Service Heads Operational staff ICT Suppliers Reference sites |
Clear and demonstrable
need for gazetteer system |
Project progressed Business case prepared
and awaiting approval |
6b Future consultation
2004/05, 2005/06, 2006/7
|
Dates and
contact |
Consultation
with whom |
|
|
GAGS |
Extensive consultation
process, particularly with Members and staff, required throughout the year |
Members Staff Unison
External
partner agencies Suppliers Other
authorities |
|
Customer Service Centre |
Customer
satisfaction December
2004 |
External
customers Members
Section
heads |
|
Post
room services |
Customer
satisfaction December
2004 |
External
customers Members
Section
heads |
|
Snack
bar services |
December |
Customers |
|
Contact management system |
User issues Late 2003 and ongoing
through 2004 |
System users ICT |
|
Web content management
system |
User issues April 2004 |
Content providers |
|
On-line services |
Service evaluation July 2004 |
External customers Members SMT Front office staff |
|
E-procurement |
Requirements evaluation Various during 2004/05 |
Members SMT Programme Board Staff External suppliers Reference sites |
|
Network infrastructure |
Requirements evaluation April 2004 |
NCC Directorates Technical standards group |
|
ICT Customer Satisfaction |
Customer satisfaction December 2004 |
All directorates |
7. Risks
The
department has identified the following key risks which need to be addressed. A
more detailed risk treatment action plan is available for each risk area within
the department.
|
Risk |
Probability |
Impact |
Risk |
Bid |
|
Loss
of server enclosure |
Low - medium |
Catastrophic |
High |
Yes |
|
Lack
of business continuity planning |
Medium |
High |
High |
Yes |
|
Adequacy
and efficiency of ICT function |
Low
- medium |
Medium |
Medium |
Yes |
|
Adequacy
of ICT systems security |
Medium |
High |
High |
Yes |
|
Inadequate
telephone exchange enclosure |
Medium |
High |
High |
No |
|
Inadequate
security procedures at principle IWC buildings |
Medium |
Medium |
Medium |
No |
|
Vacillation
over direction of GAGS |
High |
High |
Very
High |
No |
|
Lack
of corporate telephone enquiry centre |
High |
High |
Very
High |
Yes |
|
Lack
of corporate land and property gazetteer |
High |
Medium |
Medium |
Yes |
|
Lack
of infrastructure for corporate contact management system |
High |
High |
Very
High |
Yes |
|
Inadequate
project management / project support for directorates |
Very
High |
High |
High |
Yes |
|
Technical
support inadequately resourced |
High |
High |
High |
Yes |
|
ICT
training and development inadequately resourced |
High |
High |
High |
Yes |
|
SQL
databases inadequately maintained |
High |
High |
High |
Yes |
|
Outlook
/ Exchange system not upgraded |
High |
Catastrophic |
Very
High |
Yes |
|
PIPS
/ FIDO not upgraded |
High |
Catastrophic |
Very
High |
Yes |
|
DIP
fit with GAGS agenda is inadequate |
Low |
High |
Medium |
No |
|
NLPG
fit with GAGS agenda is inadequate |
Low |
Medium |
Medium |
Yes |
|
CMS
fit with GAGS agenda is inadequate |
Low |
Medium |
Medium |
Yes |
7. Resource Bids Summary
GAGS
If the following projects are funded during the current financial year as is proposed, then the 2006/07 costs will become £34k, £216k, £91k and £108k respectively.
Reference Number
|
Description
|
Financial
Implications |
||
|
2004 / 05 £000 |
2005 / 06 £000 |
2006 / 07 £000 |
||
|
1 |
Call centre premises |
306 |
445 |
268 |
|
2 |
Land and property
gazetteer |
181 |
53 |
49 |
|
3 |
Contact mngt system
requirements |
108 |
35 |
35 |
|
|
|
595 |
533 |
352 |
GAGS projects not yet costed
|
4 |
GAGS contingency (eg one
stop shops) |
500 |
500 |
500 |
Staff related costs
|
5 |
Additional accommodation
costs |
25 |
25 |
25 |
|
|
6 |
ICT project support
officers |
59 |
57 |
57 |
|
|
7a |
Additional technical
support officers |
48 |
48 |
48 |
|
|
7b |
ICT training and
development strategy |
40 |
40 |
40 |
|
|
7c |
Risk management officer |
35 |
35 |
35 |
|
|
7d |
SQL server database
administrator |
30 |
30 |
30 |
|
|
|
|
237 |
235 |
235 |
|
Technology related costs
|
8 |
Windows server / exchange
upgrade |
260 |
52 |
52 |
|
|
9 |
PIPS / FIDO infrastructure
upgrade |
93 |
44 |
44 |
|
|
10 |
New commitment / creditors
system |
450 |
250 |
250 |
|
|
11 |
Secure server farm |
510 |
50 |
50 |
|
|
12 |
NCC network review |
50 |
- |
- |
|
|
13 |
Corporate information mngt
team |
49 |
47 |
47 |
|
|
14 |
Building access control
system |
50 |
40 |
40 |
|
|
15 |
Thin client roll-out |
- |
500 |
500 |
|
|
16 |
E-procurement project |
- |
350 |
350 |
|
|
|
|
1,462 |
1,333 |
1,333 |
|
|
Total
Value of Bids |
2,794 |
2,601 |
2,420 |
Resource Bid Form
Service Area: Organisational
Development - Strategic Projects
|
1. Nature of service |
|
Corporate
telephone enquiry handling service dealing with a wide range of queries and
aiming to resolve in excess of 80% of queries at the point of first contact. |
|
2. Key objectives delivered |
|
Key
enabler of Great Access to Great Services |
|
3. Current resource use |
|||
|
|
Gross £000 |
Income £000 |
Net £000 |
|
New
service - not applicable |
|
|
|
|
4. Service volumes and outputs |
|||
|
New
service - not applicable |
|
|
|
|
5. Key performance indicators |
||||
|
|
IWC Current |
IWC target |
Bench-mark |
Comments |
|
%
of calls resolved at point of first contact - |
N/a |
80% |
80% |
|
|
6. Benchmarking data |
||
|
%
of calls resolved at point of first contact - |
80% |
Liverpool,
East Riding Birmingham, Portsmouth and others |
|
7. Service development proposal |
|
To provide a corporate telephone enquiry centre with
supporting voice and data infrastructure as proposed by the GAGS agenda. Costs shown below assume that the project does not get
funded during 2003/04. |
|
8. Additional resources required (if any) |
|||
|
|
2004-5 £000 |
2005-06 £000 |
2006-07 £000 |
|
Premises |
54 |
58 |
34 |
|
Voice & data |
252 |
387 |
234 |
|
Total |
306 |
445 |
268 |
|
9. Training and Development requirements (if any) |
|||
|
|
2004-05 £000 |
2005-06 £000 |
2006-07 £000 |
|
Total |
|
|
|
All known costs included in item 8.
|
10. Linkages to partners, other services,
corporate values |
|
The new facility is initially intended to provide the
means to substantially improve the performance of the council. However, the
project has been developed on the basis that other strategic partners may
wish to participate once the call centre is up and running. |
|
11. Impact on key performance indicators –
measure of success |
|
The project will have a significant impact on a wide
range of service level performance indicators once service take-on has taken
place. It is not possible to quantify the extent of this at present but the
main headline indicator is that 80% of all calls to the enquiry centre will
be resolved at the point of first contact. |
|
12. Key corporate objectives delivered by
the bid |
|
-
Strategically driven
excellence in Service delivery -
Organisational
improvement and staff development -
Improving a community
focus -
Strong, political and
managerial leadership |
Resource Bid Form
Service Area: Organisational
Development - Strategic Projects
|
1. Nature of service |
|
To
implement and manage key corporate projects and information systems which cut
across directorate / service areas |
|
2. Key objectives delivered |
|
-
Production of a corporate land and property gazetteer -
Creation of a common authority wide standard address reference for
each property within the Isle of Wight -
Removal of duplication in data across the authority, initially
concentration on Planning, Local Land Charges, Electoral Registration and
Revenues and then other areas -
Establishment of new business processes to maintain data integrity on
a continuing basis -
Security and protection of the local land and property gazetteer |
|
3. Current resource use |
|||
|
|
Gross £000 |
Income £000 |
Net £000 |
|
Project
management |
32 |
0 |
32 |
|
Gazetteer
maintenance |
16 |
0 |
16 |
|
|
48 |
0 |
48 |
|
4. Service volumes and outputs |
|||
|
64,000
addresses 3,5000
streets 550
new properties built per annum 10-20
streets adopted per annum |
|
|
|
|
5. Key performance indicators |
||||
|
|
IWC Current |
IWC target |
Bench-mark |
Comments |
|
Creation
of new address information |
|
|
|
|
|
Creation
of new street information |
|
|
|
|
|
Updating
of NLPG and NSG |
|
|
|
|
|
6. Benchmarking data |
|||
|
New
service - data not available |
|
|
|
|
7. Service development proposal |
|
The progression of the gazetteer project will move the
authority forward significantly in being able to provide reliable services
electronically as part of the authority’s work to meet the 2005 e-government
target. This will be achieved by integrating back end systems through a
common address reference. |
|
8. Additional resources required (if any) |
|||
|
|
2004-5 £000 |
2005-06 £000 |
2006-07 £000 |
|
Funding required |
181 |
53 |
49 |
|
Total |
181 |
53 |
49 |
|
9. Training and Development requirements (if any) |
|||
|
|
2004-05 £000 |
2005-06 £000 |
2006-07 £000 |
|
Total |
|
|
|
All known costs included in item 8.
|
10. Linkages to partners, other services,
corporate values |
|
Planning, Land Charges, Revenues, Electoral
Registrations, Education, Libraries, Social Services, Personnel, Finance,
NLPG Custodian, NSG Concessionaire, IDEA, ODPM, GAGS project, |
|
11. Impact on key performance indicators –
measure of success |
|
Direct improvement of back end system integration |
|
12. Key corporate objectives delivered by
the bid |
|
-
Strategically driven excellence in Service delivery -
The project is a key enabler of on-line planning applications
(identified in section 2.45 of the Community Strategy |
Resource Bid Form
Service Area: Organisational
Development - Software Development
|
1. Nature of service |
|
The
Software Development Department is responsible for the development,
maintenance and integration of software to meet the organisation’s
requirements. It has a key role to play in enabling the authority to meet its
requirements in terms of electronic service delivery and the 2005
e-government agenda. |
|
2. Key objectives delivered |
|
Implementation
of the GAGS agenda requires the implementation of some form of contact
management system to enable the authority to provide information to customer
advisers and to record contacts in a customer centric manner. The GAGS
Programme Board instructed the Software Development Team to develop a system
for this purpose after research demonstrated that the cost of commercial
applications could not be justified at this stage. This
proposal provides for the provision of a robust, hardware and software
platform to run this system. In so doing, it also provides a replacement for
the hardware currently running the council’s web site which is now reaching
the end of its life and would otherwise be the subject of a separate bid. |
|
3. Current resource use |
|||
|
|
Gross £000 |
Income £000 |
Net £000 |
|
Software
development department |
391 |
0 |
391 |
|
4. Service volumes and outputs |
|||
|
Develops
and maintains various key software systems including the general ledger,
personnel and payroll system, Social Services client database, -payments
system, intranet, internet etc |
|
|
|
|
The
website currently attracts around 750,000 visitors per year. |
|
|
|
|
5. Key performance indicators |
||||
|
|
IWC Current |
IWC target |
Bench-mark |
Comments |
|
% of services transactions
received, processed electronically |
17% |
100% by 2005 |
N/a |
National
target |
|
95% |
95% |
N/a |
|
|
|
6. Benchmarking data |
|||
|
No
relevant data available |
|
|
|
|
7. Service development proposal |
|
To provide the relevant hardware and software required
to enable the in-house contact management system currently being developed to
be deployed in a robust and reliable way. System integrity is important as the contact
management system will become a mission critical system as soon as it is
deployed and the costs of the proposal reflect this requirement. |
|
8. Additional resources required (if any) |
|||
|
|
2004-5 £000 |
2005-06 £000 |
2006-07 £000 |
|
Hardware
and licence costs |
108 |
35 |
35 |
|
Total |
108 |
35 |
35 |
|
9. Training and Development requirements (if any) |
|||
|
|
2004-05 £000 |
2005-06 £000 |
2006-07 £000 |
|
Total |
|
|
|
All known costs included in item 8.
|
10. Linkages to partners, other services,
corporate values |
|
Front office, all service areas, GAGS programme,
potentially other agencies if they choose to participate in the telephone
enquiry centre |
|
11. Impact on key performance indicators –
measure of success |
|
The contact management system is a key building block
of the GAGS aim to resolve 80% of customer enquiries at the point of first
contact and the equipment proposed in this bid is required to enable the
deployment of this system. |
|
12. Key corporate objectives delivered by
the bid |
|
-
Strategically driven excellence in Service delivery -
Great Access to Great Services -
80% of calls resolved at the point of first contact |
Resource Bid Form
Service Area: Organisational Development
- Strategic Projects
|
1. Nature of service |
|
The
GAGS agenda has proposed that the organisation introduces a split between the
customer facing ‘front office’
functions of the council and the specialist ‘back office’ services
that provide the specialist services which deliver the council’s business.
This bid relates to the front office part of this split which, once fully
established, will encompass a telephone enquiry centre, one stop shops and
other customer access channels. |
|
2. Key objectives delivered |
|
The
bid provides for a contingency amount to be made available to cover areas
other than the telephone enquiry centre which have not yet been costed. This
work will support the following objectives: -
Strategically driven excellence
in Service delivery -
80% of enquires resolved at the point of first
contact |
|
3. Current resource use |
|||
|
|
Gross £000 |
Income £000 |
Net £000 |
|
Not
applicable - new service |
N/a |
N/a |
N/a |
|
4. Service volumes and outputs |
||
|
%
of calls resolved at point of first contact - |
80% |
Liverpool,
East Riding Birmingham, Portsmouth and others |
|
5. Key performance indicators |
||||
|
|
IWC Current |
IWC target |
Bench-mark |
Comments |
|
80%
of calls resolved at the point of first contact |
N/a |
80% |
80%+ |
|
|
6. Benchmarking data |
|||
|
80%
of calls resolved at the point of first contact |
|
|
|
|
7. Service development proposal |
|
The GAGS agenda includes the provision of an
appropriate range of one stop shops and other supporting access channels such
as video links and kiosks. These have not yet been costed and this bid
proposes a contingency amount is set aside for these purposes. |
|
8. Additional resources required (if any) |
|||
|
|
2004-5 £000 |
2005-06 £000 |
2006-07 £000 |
|
Contingency |
500 |
500 |
500 |
|
Total |
500 |
500 |
500 |
|
9. Training and Development requirements (if any) |
|||
|
|
2004-05 £000 |
2005-06 £000 |
2006-07 £000 |
|
Total |
|
|
|
|
10. Linkages to partners, other services,
corporate values |
|
All directorates and departments, potentially other
strategic partners who may wish to participate in the one stop shops
(including the NHS, Housing Associations, CAB, Voluntary Sector) |
|
11. Impact on key performance indicators –
measure of success |
|
Significant, but as yet currently unspecified,
improvement in the quality of services provided by one stop shops and other
access channels. |
|
12. Key corporate objectives delivered by
the bid |
|
Key enabler of Great Access to Great Services |
Resource Bid Form
Service Area: Organisational Development
- ICT
|
1. Nature of service |
|
Provision
of wide range of ICT related services including voice and data
infrastructure, procurement, technical support, software development and
project management. |
|
2. Key objectives delivered |
|
The
bid covers the cost of providing additional accommodation for the ICT
department. The
department provides the ICT environment which enables the rest of the
organisation to carry out its business efficiently and effectively. It
therefore directly contributes to the delivery of all of the council’s
objectives. |
|
3. Current resource use |
|||
|
|
Gross £000 |
Income £000 |
Net £000 |
|
ICT
management |
75 |
0 |
75 |
|
ICT
administration |
42 |
0 |
42 |
|
Technical
support |
330 |
0 |
330 |
|
Software
development |
390 |
0 |
390 |
|
Networked
systems |
370 |
0 |
370 |
|
Total |
1,207 |
0 |
1,207 |
|
4. Service volumes and outputs |
|||
|
Provision
of infrastructure for all council operations |
|
|
|
|
5. Key performance indicators |
||||
|
|
IWC Current |
IWC target |
Bench-mark |
Comments |
|
LAN/Wan
availability |
N/a |
99% |
N/a |
|
|
Systems
availability |
N/a |
99% |
N/a |
|
|
%
of calls resolved in standards |
N/a |
60% |
N/a |
|
|
%
of calls resolved remotely |
N/a |
80% |
N/a |
|
|
6. Benchmarking data |
|||
|
Performance
periodically benchmarked via SOCITM. No current information available |
|
|
|
|
7. Service development proposal |
|
The Organisational Development / ICT Department has
grown considerable in the last couple of years in order to meet the operational
and strategic needs of the organisation and this has led to significant
pressures on accommodation in some areas of the department. It is proposed to provide additional accommodation by
taking over parts of the Langley Court complex currently used by the RCC and
Payne’s and the purpose of this bid is to obtain the additional revenue
funding required to enable this to happen. The proposal has the added benefits of bringing most
of the department under one roof and of freeing up office space in County
Hall and at Bugle House. |
|
8. Additional resources required (if any) |
|||
|
|
2004-5 £000 |
2005-06 £000 |
2006-07 £000 |
|
Additional
rent |
25 |
25 |
25 |
|
Total |
25 |
25 |
25 |
|
9. Training and Development requirements (if any) |
|||
|
|
2004-05 £000 |
2005-06 £000 |
2006-07 £000 |
|
Total |
|
|
|
|
10. Linkages to partners, other services,
corporate values |
|
The department supports all parts of the organisation
and underpins the delivery of all council services. |
|
11. Impact on key performance indicators –
measure of success |
|
Indirect relationship with key performance indicators. The proposal is a cost pressure arising directly out
of service growth |
|
12. Key corporate objectives delivered by
the bid |
|
-
Organisational
improvement and staff development |
Resource Bid Form
Service Area: Organisational Development
- Service Dev’t Dept.
|
1. Nature of service |
|
The
ICT Service Development Team exists to provide directorates and services with
specialist support in project management and other ICT related areas. |
|
2. Key objectives delivered |
|
The
Service Development Department is grossly understaffed for the demands that
are being made upon it and the consequence of this is that directorates and
departments are inadequately supported at a time when their need to progress
ICT and electronic service delivery issues has never been higher. As
far as the available resources allow, the service development team provides
professional project management support and enables services to achieve a
wide range of key objectives. This
bid proposes allows for two additional staff to be appointed in accordance
with the recommendations of a recent audit report. |
|
3. Current resource use |
|||
|
|
Gross £000 |
Income £000 |
Net £000 |
|
Service
development team |
110 |
0 |
110 |
|
Total |
110 |
0 |
110 |
|
4. Service volumes and outputs |
|
Provides project management support to a wide range of
services and currently supports between 6 and 12 projects at any given time
in addition to progressing other ICT related work such as the implementation of
the ICT training and development strategy. Substantial additional work cannot
currently be supported. |
|
5. Key performance indicators |
||||
|
|
IWC Current |
IWC target |
Bench-mark |
Comments |
|
Customer
satisfaction with services provided |
N/a |
100% |
N/a |
|
|
6. Benchmarking data |
|||
|
No
relevant data available. |
|
|
|
|
7. Service development proposal |
|
The e-government agenda and the move towards
electronic service delivery, together with the growing need for improved back
office systems as part of the GAGS agenda has led to a substantial demand for
specialist ICT related project support across the authority. This was recently reviewed by the council’s Audit
Department which recommended that the authority should appoint a further two
project officers as proposed in this bid. |
|
8. Additional resources required (if any) |
|||
|
|
2004-5 £000 |
2005-06 £000 |
2006-07 £000 |
|
Two
additional staff |
55 |
55 |
55 |
|
Other
costs |
4 |
2 |
2 |
|
Total |
59 |
57 |
57 |
|
9. Training and Development requirements (if any) |
|||
|
|
2004-05 £000 |
2005-06 £000 |
2006-07 £000 |
|
Total |
|
|
|
|
10. Linkages to partners, other services,
corporate values |
|
All directorates and services, all service level ICT
related projects, GAGS, external partners, suppliers, other authorities |
|
11. Impact on key performance indicators –
measure of success |
|
The proposal is to increase the number of staff
available to assist directorates and departments meet their ICT related
requirements. The proposal will therefore indirectly assist the achievement
of a wide range of performance indicators in due course. |
|
12. Key corporate objectives delivered by
the bid |
|
-
Organisational
improvement and staff development |
Resource Bid Form
Service Area: Organisational Development
- ICT
|
1. Nature of service |
|
Provision
of wide range of ICT related services including voice and data
infrastructure, procurement, technical support, software development and
project management. |
|
2. Key objectives delivered |
|
The
department provides the ICT environment which enables the rest of the
organisation to carry out its business efficiently and effectively. It
therefore directly contributes to the delivery of all of the council’s
objectives. The department is understaffed for the ever increasing demands
that are being placed upon it and the bid proposes the appointment of five
additional staff to resolve this problem. |
|
3. Current resource use |
|||
|
|
Gross £000 |
Income £000 |
Net £000 |
|
ICT
management |
75 |
0 |
75 |
|
ICT
administration |
42 |
0 |
42 |
|
Technical
support |
330 |
0 |
330 |
|
Software
development |
390 |
0 |
390 |
|
Networked
systems |
370 |
0 |
370 |
|
Total |
1,207 |
0 |
1,207 |
|
4. Service volumes and outputs |
|||
|
Provision
of infrastructure, support and services for all council operations |
|
|
|
|
5. Key performance indicators |
||||
|
|
IWC Current |
IWC target |
Bench-mark |
Comments |
|
LAN/Wan
availability |
N/a |
99% |
N/a |
|
|
Systems
availability |
N/a |
99% |
N/a |
|
|
%
of calls resolved in standards |
N/a |
60% |
N/a |
|
|
%
of calls resolved remotely |
N/a |
80% |
N/a |
|
|
6. Benchmarking data |
|
Performance
periodically benchmarked via SOCITM. No current information available but
staff previously reported the lack of ICT training as a major problem area |
|
7. Service development proposal |
|
The ICT department is currently understaffed for the
demands that are being placed upon it and this bid proposes the appoint of
five additional officers as follows: Two Additional Technical Support Officers - The ICT department took on two additional technical
support officers on temporary contracts during 2003/04 to enable it to
provide an adequate level of service to users and has reached a balanced
position in this area. However the department is unable to sustain the costs
of these contracts without additional funding and the proposal is to provide
additional permanent funding for these posts. ICT training and development officer - The council currently has just one whole time
equivalent involved in the provision of ICT related training and development
and this is wholly inadequate for the current and emerging needs. The post is
therefore required to help address this shortfall and to enable the delivery
of the ICT training and development strategy through the development and
commissioning of relevant training programmes ICT Risk Management Officer - Required to enable the department to properly
address known ICT related risks. The council has a substantial risk exposure
in this area at the present time and the purpose of this post is to minimise
this pragmatically and through formal accreditation to BS:7799 SQL Server Database Administrator - The e-government / electronic service delivery
agenda has led to a significant increase in the number of SQL based databases
in the authority and the ICT department no longer has the capacity to
maintain these to the required standards to ensure robust and reliable
service availability. The post is required to enable the department to meet
this need. |
|
8. Additional resources required (if any) |
|||
|
|
2004-5 £000 |
2005-06 £000 |
2006-07 £000 |
|
2
x technical support officers |
48 |
48 |
48 |
|
T&D
Officer & assoc costs |
40 |
40 |
40 |
|
Risk
Management Officer |
35 |
35 |
35 |
|
SQL
Database Administrator |
30 |
30 |
30 |
|
Total |
153 |
153 |
153 |
|
9. Training and Development requirements (if any) |
|||
|
Total |
N/a |
N/a |
N/a |
|
10. Linkages to partners, other services,
corporate values |
|
All directorates and services, all service level ICT
related projects, GAGS, external partners, suppliers, other authorities |
|
11. Impact on key performance indicators –
measure of success |
|
The proposal reflects the increasing demands being
made on the department, together with the need to meet previously unresourced
areas. Performance on a wide range of KPIs will decline if not the bid
supported and key work (e.g. robust risk management) will not be possible. |
|
12. Key corporate objectives delivered by
the bid |
Resource Bid Form
Service Area: Organisational Development
- ICT
|
1. Nature of service |
|
Provision
of wide range of ICT related services including voice and data
infrastructure, procurement, technical support, software development and
project management. |
|
2. Key objectives delivered |
|
The
department provides the ICT environment which enables the rest of the
organisation to carry out its business efficiently and effectively. It
therefore directly contributes to the delivery of all of the council’s
objectives. The proposal is to update the Outlook / Exchange system which
provides corporate messaging, diaries etc. Failure to progress this will
adversely affect service delivery across the authority. |
|
3. Current resource use |
|||
|
|
Gross £000 |
Income £000 |
Net £000 |
|
ICT
management |
75 |
0 |
75 |
|
ICT
administration |
42 |
0 |
42 |
|
Technical
support |
330 |
0 |
330 |
|
Software
development |
390 |
0 |
390 |
|
Networked
systems |
370 |
0 |
370 |
|
Total |
1,207 |
0 |
1,207 |
|
4. Service volumes and outputs |
|
Provision
of infrastructure, support and services for all council operations |
|
5. Key performance indicators |
||||
|
|
IWC Current |
IWC target |
Bench-mark |
Comments |
|
LAN/Wan
availability |
N/a |
99% |
N/a |
|
|
Systems
availability |
N/a |
99% |
N/a |
|
|
%
of calls resolved in standards |
N/a |
60% |
N/a |
|
|
%
of calls resolved remotely |
N/a |
80% |
N/a |
|
|
6. Benchmarking data |
|
Performance
periodically benchmarked via SOCITM. No current information available but
staff previously reported the lack of ICT training as a major problem area |
|
7. Service development proposal |
|
The council relies on a combination of Microsoft
Outlook and Exchange to provide e-mail, electronic diaries and other services
across the authority. Microsoft have announced that they intend to withdraw
support for the versions used by the authority and this coincides with much
of the hardware infrastructure reaching the end of its useful life. The
proposal is to update both hardware and software. This will enable the authority to continue to provide
robust, reliable e-mail and diary services and will provide additional
benefits in terms of business continuity, web access to Outlook, directory
management and electronic systems integration. |
|
8. Additional resources required (if any) |
|||
|
|
2004-5 £000 |
2005-06 £000 |
2006-07 £000 |
|
Project
costs |
260 |
52 |
52 |
|
Total |
260 |
52 |
52 |
|
9. Training and Development requirements (if any) |
|||
|
Total |
N/a |
N/a |
N/a |
|
10. Linkages to partners, other services,
corporate values |
|
All directorates and services, all service level ICT
related projects, GAGS, external partners, suppliers, other authorities |
|
11. Impact on key performance indicators –
measure of success |
|
The organisation continues to enjoy a robust, reliable
e-mail and e-diary system. Web access to Outlook. Active directory infrastructure |
|
12. Key corporate objectives delivered by
the bid |
|
Strategically driven excellence in Service delivery Organisational improvement and staff development Effective risk management |
Resource Bid Form
Service Area: Organisational
Development - Software Development
|
1. Nature of service |
|
The
Software Development Department is responsible for the development,
maintenance and integration of software to meet the organisation’s
requirements. It has a key role to play in enabling the authority to meet its
requirements in terms of electronic service delivery and the 2005
e-government agenda. |
|
2. Key objectives delivered |
|
The
proposal covers the costs of replacing the hardware and operating systems
which underpin the PIPS / FIDO systems. These have reached the end of their
useful life and the bid is therefore to enable the organisation to continue
to provide robust, reliable payroll, personnel and financial management
services. |
|
3. Current resource use |
|||
|
|
Gross £000 |
Income £000 |
Net £000 |
|
Software
development department |
391 |
0 |
391 |
|
4. Service volumes and outputs |
|||
|
Develops
and maintains various key software systems including the general ledger,
personnel and payroll system, Social Services client database, -payments
system, intranet, internet etc |
|
|
|
|
The
website currently attracts around 750,000 visitors per year. |
|
|
|
|
5. Key performance indicators |
||||
|
|
IWC Current |
IWC target |
Bench-mark |
Comments |
|
% of services transactions
received, processed electronically |
17% |
100% by 2005 |
N/a |
National
target |
|
95% |
95% |
N/a |
|
|
|
6. Benchmarking data |
|||
|
No
relevant data available |
|
|
|
|
7. Service development proposal |
|
The PIPS and FIDO systems are currently running on
hardware which is seven years old and on versions of AIX (the operating
system), Oracle (the underlying database) and UNIFACE (the development tool)
which are no longer formally supported by the suppliers. The integrated
nature of these elements demands that each of these components be upgraded at
the same time and the proposal is to procure new hardware and software to enable this to happen. |
|
8. Additional resources required (if any) |
|||
|
|
2004-5 £000 |
2005-06 £000 |
2006-07 £000 |
|
Hardware
and licence costs |
93 |
44 |
44 |
|
Total |
93 |
44 |
44 |
|
9. Training and Development requirements (if any) |
|||
|
|
2004-05 £000 |
2005-06 £000 |
2006-07 £000 |
|
Total |
|
|
|
All known costs included in item 8.
|
10. Linkages to partners, other services,
corporate values |
|
Finance, Payroll, Personnel, External Suppliers |
|
11. Impact on key performance indicators –
measure of success |
|
The proposed work is required to enable the ICT
department to continue to provide robust reliable general ledger, payroll and
personnel systems. Failure to achieve this would have a significant adverse
effect on the organisation’s ability to operate. |
|
12. Key corporate objectives delivered by
the bid |
|
-
Strategically driven excellence in Service delivery -
Risk management |
Resource Bid Form
Service Area: Organisational Development
- Strategic ICT Projects
|
1. Nature of service |
|
To
define and implement major organisational development and ICT projects which
are of strategic importance to the organisation |
|
2. Key objectives delivered |
|
It
is believed that the existing creditors / commitments system needs replacing.
The bid provides for a contingency amount for this purpose to enable the
Finance Department to continue to provide its existing financial management
services efficiently and effectively. |
|
3. Current resource use |
|||
|
|
Gross £000 |
Income £000 |
Net £000 |
|
N/a |
|
|
|
|
Total |
|
|
|
|
4. Service volumes and outputs |
|||
|
All
creditor / commitment transactions |
|
|
|
|
5. Key performance indicators |
||||
|
|
IWC Current |
IWC target |
Bench-mark |
Comments |
|
Systems
availability |
N/a |
99% |
N/a |
|
|
6. Benchmarking data |
|||
|
No
relevant benchmark available |
|
|
|
|
7. Service development proposal |
|
The existing creditors / commitments
system is believed to require replacing due to the planned withdrawal of support
by the suppliers and because of the emerging requirements of the
e-procurement project that is currently under way. The system is a crucial
component of the council’s financial management processes and although
substantial further work on the project is required, this bid provides for a
contingency amount for the replacement of the system. |
|
8. Additional resources required (if any) |
|||
|
|
2004-5 £000 |
2005-06 £000 |
2006-07 £000 |
|
Project
costs |
450 |
250 |
250 |
|
Total |
450 |
250 |
250 |
|
9. Training and Development requirements (if any) |
|||
|
|
2004-05 £000 |
2005-06 £000 |
2006-07 £000 |
|
Total |
|
|
|
|
10. Linkages to partners, other services,
corporate values |
|
Finance, all other departments. |
|
11. Impact on key performance indicators –
measure of success |
|
-
Ongoing provision of
creditor / commitments services -
Future ability to
integrate system into e-procurement system |
|
12. Key corporate objectives delivered by
the bid |
|
-
Strategically driven
excellence in Service delivery -
Organisational
improvement and staff development |
Resource Bid Form
Service Area: Organisational Development
- Strategic ICT Projects
|
1. Nature of service |
|
To
define and implement major organisational development and ICT projects which
are of strategic importance to the organisation |
|
2. Key objectives delivered |
|
The
council is carrying an unacceptable level of risk as a result of the location
and nature of the server farm at County Hall and this bid aims to address
that risk exposure. |
|
3. Current resource use |
|||
|
|
Gross £000 |
Income £000 |
Net £000 |
|
N/a |
|
|
|
|
Total |
|
|
|
|
4. Service volumes and outputs |
|||
|
With
a very few exceptions, all of the council’s ICT infrastructure depends upon
the continuing operation of the server farm |
|
|
|
|
5. Key performance indicators |
||||
|
|
IWC Current |
IWC target |
Bench-mark |
Comments |
|
Ability
to continue to operate |
100% |
100% |
100% |
|
|
6. Benchmarking data |
|||
|
N/a |
|
|
|
|
7. Service development proposal |
|
The existing ICT server farm is
currently inadequately housed in an environment which makes it vulnerable to
fire, flood, malicious attack and other incidents. The council has accepted
this risk for a number of years but the level of the risk is now increasing
to unacceptable levels. The purpose of the bid is to address this by
providing appropriate physical protection for the council’s critical ICT
environment. The bid provides for the installation of
a secure ‘box in a box’ within the existing server farm, together with the
installation of full environment controls and independent power supply, based
on provisional figures from an external specialist. |
|
8. Additional resources required (if any) |
|||
|
|
2004-5 £000 |
2005-06 £000 |
2006-07 £000 |
|
Project
costs |
510 |
50 |
50 |
|
Total |
510 |
50 |
50 |
|
9. Training and Development requirements (if any) |
|||
|
|
2004-05 £000 |
2005-06 £000 |
2006-07 £000 |
|
Total |
|
|
|
|
10. Linkages to partners, other services,
corporate values |
|
All council departments. |
|
11. Impact on key performance indicators –
measure of success |
|
If the server farm suffered a fire, flood, vandalism or other major disaster, the council would lose virtually all of its ICT capacity to an extent that would put a commercial company out of business. Failure to progress the proposal would therefore have a catastrophic effect if the risk materialises. |
|
12. Key corporate objectives delivered by
the bid |
|
-
Strategically driven
excellence in Service delivery -
Organisational
improvement and staff development -
Risk management |
Resource Bid Form
Service Area: Organisational Development
- ICT
|
1. Nature of service |
|
Provision
of wide range of ICT related services including voice and data
infrastructure, procurement, technical support, software development and
project management. |
|
2. Key objectives delivered |
|
The
department provides the ICT environment which enables the rest of the
organisation to carry out its business efficiently and effectively. It
therefore directly contributes to the delivery of all of the council’s
objectives. The proposal to employ external consultants to review the
council’s network infrastructure directly supports these objectives. |
|
3. Current resource use |
|||
|
|
Gross £000 |
Income £000 |
Net £000 |
|
ICT
management |
75 |
0 |
75 |
|
ICT
administration |
42 |
0 |
42 |
|
Technical
support |
330 |
0 |
330 |
|
Software
development |
390 |
0 |
390 |
|
Networked
systems |
370 |
0 |
370 |
|
Total |
1,207 |
0 |
1,207 |
|
4. Service volumes and outputs |
|
Provision
of infrastructure, support and services for all council operations |
|
5. Key performance indicators |
||||
|
|
IWC Current |
IWC target |
Bench-mark |
Comments |
|
LAN/Wan
availability |
N/a |
99% |
N/a |
|
|
Systems
availability |
N/a |
99% |
N/a |
|
|
%
of calls resolved in standards |
N/a |
60% |
N/a |
|
|
%
of calls resolved remotely |
N/a |
80% |
N/a |
|
|
6. Benchmarking data |
|
Performance
periodically benchmarked via SOCITM. No current information available. |
|
7. Service development proposal |
|
The council employed the NCC (formerly the
Government’s National Computing Centre) during 2003/04 to carry out
consultancy work on the authority’s core data network. This resulted in a
number of key proposals which were subsequently funded for implementation.
This bid builds on that work and proposes that the NCC be invited in to carry
out a comprehensive review of the remainder of the council’s ICT voice and
data infrastructure in order to advise on the most economic and efficient way
forward. This work will complement work to do with the
implementation of BS:7799 and it is expected that this work will lead to the
identification of significant potential savings, particularly from the
integration of voice and data technologies although significant funding will
be required to deliver this. One authority identified savings of £400kpa on
expenditure of £1.7mpa. The pro-rate equivalent savings in the council would
be in the order of £250kpa. |
|
8. Additional resources required (if any) |
|||
|
|
2004-5 £000 |
2005-06 £000 |
2006-07 £000 |
|
Project
costs |
50 |
|
|
|
Total |
50 |
0 |
0 |
|
9. Training and Development requirements (if any) |
|||
|
Total |
N/a |
N/a |
N/a |
|
10. Linkages to partners, other services,
corporate values |
|
All directorates and services. Invest to save |
|
11. Impact on key performance indicators –
measure of success |
|
Well informed development of ICT technology
development plan. Potentially significant financial savings following
initial cash injection. |
|
12. Key corporate objectives delivered by
the bid |
|
Strategically driven excellence in Service delivery Organisational improvement and staff development |
Resource Bid Form
Service Area: Organisational Development
- Service Dev’t Dept.
|
1. Nature of service |
|
The
ICT Service Development Team exists to provide directorates and services with
specialist support in project management and other ICT related areas. |
|
2. Key objectives delivered |
|
The
implementation of GAGS related projects such as DIP and the NLPG, together
with current and forthcoming legislation such as the Data Protection Act and
the Freedom of Information Act are all demonstrating the need for an
effective corporate approach to information management. There is no such
thing as a corporate information management function within the organisation
at the moment and it is becoming increasingly clear that this shortcoming
needs to be addressed. This bid proposes the appointment of two information
management officers with their location in the organisation to be determined
once funding has been confirmed. |
|
3. Current resource use |
|||
|
|
Gross £000 |
Income £000 |
Net £000 |
|
No
current corporate function |
|
|
|
|
Total |
|
|
|
|
4. Service volumes and outputs |
|
No current corporate function although individual
services do have their own information management facilities. |
|
5. Key performance indicators |
||||
|
|
IWC Current |
IWC target |
Bench-mark |
Comments |
|
|
|
|
|
|
|
6. Benchmarking data |
|||
|
|
|
|
|
|
7. Service development proposal |
|
The bid proposes the appointment of two information
mangers to take on corporate responsibility for the effective management of
information across the organisation. This would be a new function and will
enable the integrated management of information as organisational barriers
are relaxed as part of the GAGS agenda |
|
8. Additional resources required (if any) |
|||
|
|
2004-5 £000 |
2005-06 £000 |
2006-07 £000 |
|
Two
additional staff |
45 |
45 |
45 |
|
Other
costs |
4 |
2 |
2 |
|
Total |
49 |
47 |
47 |
|
9. Training and Development requirements (if any) |
|||
|
|
2004-05 £000 |
2005-06 £000 |
2006-07 £000 |
|
Total |
|
|
|
|
10. Linkages to partners, other services,
corporate values |
|
All directorates and services, all service level ICT
related projects, GAGS, external partners, suppliers, other authorities |
|
11. Impact on key performance indicators –
measure of success |
|
Implementation of a new corporate function. Efficient, effective compliance with legislation Enhanced ability to capture information once and make
available (GAGS objective) |
|
12. Key corporate objectives delivered by
the bid |
|
-
Organisational
improvement and staff development |
Resource Bid Form
Service Area: Organisational Development
- Customer Services
|
1. Nature of service |
|
Provision
of customer services within County Hall together with other responsibilities
for building security, post room and snack bar. |
|
2. Key objectives delivered |
|
Improvement
of access control and monitoring to sites outside of County Hall. |
|
3. Current resource use |
|||
|
|
Gross £000 |
Income £000 |
Net £000 |
|
N/a |
|
|
|
|
Total |
|
|
|
|
4. Service volumes and outputs |
|||
|
N/a |
|
|
|
|
5. Key performance indicators |
||||
|
|
IWC Current |
IWC target |
Bench-mark |
Comments |
|
N/a |
|
|
|
|
|
6. Benchmarking data |
|||
|
N/a |
|
|
|
|
7. Service development proposal |
|
The
technology is available to control access to all of the council’s buildings
using the same swipe card system that is used at County Hall. This would
improve physical security and provide enhanced out of hours access to those
who need it. A
detailed proposal of the buildings to be included will be prepared in the
event that funding is made available for this purpose. |
|
8. Additional resources required (if any) |
|||
|
|
2004-5 £000 |
2005-06 £000 |
2006-07 £000 |
|
Project
costs |
50 |
40 |
40 |
|
Total |
50 |
40 |
40 |
|
9. Training and Development requirements (if any) |
|||
|
|
2004-05 £000 |
2005-06 £000 |
2006-07 £000 |
|
Total |
|
|
|
|
10. Linkages to partners, other services,
corporate values |
|
Various non-County hall premises |
|
11. Impact on key performance indicators –
measure of success |
|
Increased security control at council sites. |
|
12. Key corporate objectives delivered by
the bid |
|
-
Organisational
improvement and staff development -
Risk management |
Resource Bid Form
Service Area: Organisational
Development - ICT
|
1. Nature of service |
|
Provision
of wide range of ICT related services including voice and data
infrastructure, procurement, technical support, software development and
project management. |
|
2. Key objectives delivered |
|
The
department provides the ICT environment which enables the rest of the
organisation to carry out its business efficiently and effectively. It
therefore directly contributes to the delivery of all of the council’s
objectives. The council is currently piloting thin client technology as a way
of addressing the costs of refreshing PCs on the desktop and this bid
provides a marker for possible future investment requirements to enable the
organisation to do this more efficiently and effectively than is currently
possible. |
|
3. Current resource use |
|||
|
|
Gross £000 |
Income £000 |
Net £000 |
|
ICT
management |
75 |
0 |
75 |
|
ICT
administration |
42 |
0 |
42 |
|
Technical
support |
330 |
0 |
330 |
|
Software
development |
390 |
0 |
390 |
|
Networked
systems |
370 |
0 |
370 |
|
Total |
1,207 |
0 |
1,207 |
|
4. Service volumes and outputs |
|
Provision
of infrastructure, support and services for all council operations |
|
5. Key performance indicators |
||||
|
|
IWC Current |
IWC target |
Bench-mark |
Comments |
|
LAN/Wan
availability |
N/a |
99% |
N/a |
|
|
Systems
availability |
N/a |
99% |
N/a |
|
|
%
of calls resolved in standards |
N/a |
60% |
N/a |
|
|
%
of calls resolved remotely |
N/a |
80% |
N/a |
|
|
6. Benchmarking data |
|
Performance
periodically benchmarked via SOCITM. No current information available. |
|
7. Service development proposal |
|
The ICT department is currently piloting the use of
thin client technology with Social Services as a way of addressing the costs
of keeping desktops on the PC up to date. Additional funding will be required
to enable this to be rolled out elsewhere in the authority if the pilot is
successful and this bid is an early indicator of bids which may be made in
2005/2006 and 2006/2007. |
|
8. Additional resources required (if any) |
|||
|
|
2004-5 £000 |
2005-06 £000 |
2006-07 £000 |
|
Project
costs |
0 |
500 |
500 |
|
Total |
0 |
500 |
500 |
|
9. Training and Development requirements (if any) |
|||
|
Total |
N/a |
N/a |
N/a |
|
10. Linkages to partners, other services,
corporate values |
|
All directorates and services. Invest to save |
|
11. Impact on key performance indicators –
measure of success |
|
Cost of replacing desktop equipment decreases
substantially. |
|
12. Key corporate objectives delivered by
the bid |
|
Strategically driven excellence in Service delivery Organisational improvement and staff development |
Resource Bid Form
Service Area: Organisational Development
- Strategic ICT Projects
|
1. Nature of service |
|
To
define and implement major organisational development and ICT projects which
are of strategic importance to the organisation |
|
2. Key objectives delivered |
|
The
organisation has undertaken to implement electronic procurement as part of
its move towards electronic service delivery and this will directly
contribute to the overall efficiency and effectiveness of the service.
Substantial additional work on the project is required before firm costs are
available but this bid provides a marker for the possible future investment
requirements needed to make e-procurement possible. |
|
3. Current resource use |
|||
|
|
Gross £000 |
Income £000 |
Net £000 |
|
N/a |
|
|
|
|
Total |
|
|
|
|
4. Service volumes and outputs |
|||
|
N/a |
|
|
|
|
5. Key performance indicators |
||||
|
|
IWC Current |
IWC target |
Bench-mark |
Comments |
|
Procurements
carried out electronically |
100% |
100% |
100% |
|
|
6. Benchmarking data |
|||
|
N/a |
|
|
|
|
7. Service development proposal |
|
The
organisation has implemented a formal PRINCE project to investigate and
implement electronic procurement across the authority. The costs of this are
not yet known and this project is a marker for likely future investment
requirements. |
|
8. Additional resources required (if any) |
|||
|
|
2004-5 £000 |
2005-06 £000 |
2006-07 £000 |
|
Project
costs |
0 |
350 |
350 |
|
Total |
0 |
350 |
350 |
|
|
|
|
|
|
9. Training and Development requirements (if any) |
|||
|
|
2004-05 £000 |
2005-06 £000 |
2006-07 £000 |
|
Total |
|
|
|
|
10. Linkages to partners, other services,
corporate values |
|
All council departments. External suppliers |
|
11. Impact on key performance indicators –
measure of success |
|
Significant reduction in procurement transactions costs. |
|
12. Key corporate objectives delivered by
the bid |
|
-
Strategically driven
excellence in Service delivery -
Organisational
improvement and staff development |