1. Portfolio/Number/Name:ELL /C12 Scottish Enterprise: Information Services Implementation - NEW |
2. Programme/Activity: Since 2000 the growth in organisational information has been exponential moving from approximately 1.2 terabytes to 9.7 terabytes. This information explosion has required an increased level of capital and operational expenditure to distribute, maintain and manage the organisational data collections. As data has expanded it has become clear that responsibility for the integrity, accuracy and cost of this collection is widely fragmented across the organisation. Simultaneously the consistency, quality and reliability of that information is increasingly questioned. Finally, with organisational demand for technology projects and services exceeding £30 million for financial year 2006-20007 the Executive Board has charged Network ICT to reduce organisational expenditure on Information services and technologies to sustainable levels. It is proposed that to achieve this all existing Informational Management activities are merged into a new operational team called Information Services with responsibility for all Information Services, supporting infrastructure and related expenditure. |
3. Efficiency | 3.1 Current target; £m | | 2005-06 | 2006-07 | 2007-08 |
Cash | - | 2.207 | 3.59 |
Time | - | - | - |
3.2 Efficiencies delivered; £m | | 2005-06 | 2006-07 | 2007-08 |
Cash | - | - | - |
Time | - | - | - |
4. Accountable Officer for delivery | Philip Rycroft |
5. Project Manager | Rebecca Robinson |
6. EGDD Portfolio Manager | Hilary Pearce |
7. Description of efficiency and actions to be taken | 7.1 What is the efficiency improvement? How will the efficiencies be made? The following 18 month (October '06 - March '08) benefits have been identified: - Reduction in overall expenditure and headcount
- A capital investment plan to deliver organisational requirements over next three years
- Rationalised and streamlined information flow to the ultimate customer
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7.2 What are the main actions that are needed to secure the delivery of this efficiency improvement? - De-fragmentation of the responsibilities associated with organisational information
- De-fragmentation of the budgets associated with organisational information
- Review of the sourcing arrangements to support the Information Services
- Delivery of a core set of Information Services to support the operational organisation
- De-fragmentation of the operational processes associated with organisational information
- Production of a set of explicit standards to ensure the quality, consistency and integrity of organisational information
- Creation of a single standard set of MIS tools for the overall organisation.
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8. Associated costs | 8.1 Are there any development or redundancy costs associated with the delivery of this efficiency? - No additional development costs have been budgeted beyond 'normal' personal development activities to build on established levels of skills, knowledge and experience.
- No redundancy costs are anticipated at this stage.
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9. Measurement | 9.1 What are the inputs that will be measured? In the short term, next 18 months, the focus will be on: - Annual costs of maintaining business as usual and annual investments in developing strategic, informational, transactional and infrastructural components of new/enhanced 'services'
Annual numbers of FTEs deployed |
9.2 What are the outputs that will be measured? In the short term, next 18 months, the focus will be on: - The 'capability' and 'capacity' of the information flow to our ultimate customers.
- The number of intervention transactions delivered per each information channel.
- The satisfaction of the ultimate customers with the information flow based on their surveyed opinion.
The quality of the deliverables associated with the capital investment programme. |
9.3 What is the baseline for inputs and outputs? - A baseline for inputs has been derived from expenditure and FTEs deployed in 2004/05
- A baseline for outputs can be derived from standards of performance related to the SE Charter, past results from the SE Customer Survey and analysis of web transaction data (if available).
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10. Quality cross-check | 10.1 What quality indicators are being used to ensure that quality of service is maintained or improved? - Organisational 'Capacity' and 'Capability'
- Customer Satisfaction
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11. Monitoring | 11.1 What are the arrangements for monitoring the delivery of efficiencies? - Variances in expenditure are reported on a monthly basis and forward forecasts revised accordingly, within the constraint of the annual allocation
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12. Reporting | 12.1 What are the arrangements for reporting the delivery of efficiencies? - Delivery of efficiencies will be reported quarterly to the Snr. Director, Efficiency and Investment.
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13. Dependencies | 13.1 Explain if your efficiencies are dependent on legislation or other structural changes being achieved. Dependent on: - Outcome of Careers Scotland de-merger
- Tight management of the demand for new/changed business systems
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14. Use of efficiencies | 14.1 How are the efficiencies released from improvement activity being used to improve front-line services? - Efficiencies are released into SE's annual budget and included in the prioritisation of annual budget allocations to operational activities.
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