From Data to Impact
Our Data and Insights Strategy
2025-2028
Foreword
Foreword by Natalie Abraham
Assistant Chief Executive / Director of Transformation and Strategy
Data is central to how we operate as a Council. Yet there remains a significant opportunity to strengthen how we collect, manage, analyse and apply data - unlocking its full potential to make smarter decisions and deliver better outcomes for everyone. Like councils across the country, we face unprecedented challenges - an ageing population, growing demand for services, rising expectations and financial pressures. Data has the power to help us meet these challenges head-on - enabling smarter decisions, targeted interventions, efficient use of resources and early action to prevent problems arising. To fully harness this potential, we must overcome barriers - legacy technology, fragmented systems, inconsistent data quality, limited awareness of the value of data, and gaps in skills across the organisation. This Strategy marks a step change in our ambition. By transforming our approach to data and insight, we aim to become a truly data-driven organisation. This means using data to design more responsive services, understand and manage demand, target support where it is most needed and to develop preventative approaches. It means making confident, evidence-led decisions that benefit our residents, businesses, partners and colleagues. Our strategy outlines the principles that will guide us, and the approach we will take to achieve this vision by 2028. We start from a strong foundation: our Insight and Intelligence team and Data Insights team are driving innovation and emerging technologies - cloud platforms, advanced analytics and AI – are turning ideas into reality. Crucially, this strategy underpins our Digital Ambition. Data is the fuel that powers digital transformation. Without high-quality, accessible and well-governed data, we cannot deliver the seamless, personalised and proactive services our residents expect. Whether it’s enabling automation, supporting predictive analytics, or improving digital self-service, data is the foundation on which our digital future is built. Equally, this strategy is essential to delivering the missions of the Borough Plan. Whether we are working to reduce inequalities, improve health and wellbeing, support inclusive economic growth, or protect our environment, data and insight is central to understanding what works, identifying where support is most needed, and measuring the impact of our actions. It will help us to design services around real-world need, intervene earlier and work more effectively with our communities and partners. This strategy is our commitment to unlocking the full value of data and insight - transforming how we work, how we serve, and how we shape the future of Cheshire West. It is not just a technical roadmap - it is a call to action for every part of the organisation to embrace data as a strategic asset and a catalyst for change.
This strategy is not just about adopting new technologies but about creating an enabling environment where innovation can thrive. It is about positioning our digital strategy as an enabler, empowering all Council services to operate more effectively, efficiently, and innovatively.
This strategy is not just about adopting new technologies but about creating an enabling environment where innovation can thrive. It is about positioning our digital strategy as an enabler, empowering all council services to operate more effectively, efficiently, and innovatively.
01
Our ambition
Our digital ambition is to make life easier and more convenient for everyone. By leveraging technology, we aim to empower every person, business, and organisation to flourish.
02
The principles
The principles guiding our strategy are rooted in user-centric design, data-driven decision-making, outcome-focused initiatives, agility, flexibility, and value for money. These principles ensure that our digital services are not only accessible but also efficient, effective, and enjoyable to use.
03
The digital journey
As we embark on this digital journey, we are committed to creating inclusive, user-friendly digital experiences, prioritising privacy and data security, and leveraging digital innovation for sustainable living. Our collaborative approach ensures that we continuously improve and adapt to meet the needs of our community. We invite you to join us on this exciting journey as we transform Cheshire West and Chester into a place where technology helps everyone thrive.
Our data ambition
We will be a truly data-enabled organisation—one that harnesses the full potential of data and insight to deliver efficient, effective and sustainable services for our residents. We will also target support more effectively, ensuring that the right hep reaches the right people at the right time and prevention is prioritised.
By embedding data and insight into everything we do, we will be better equipped to respond to complex challenges, make timely and informed decisions, invest in services which achieve impact, and improve outcomes across our communities. Our ambition is to:
Empower people with timely, relevant and accessible
ensuring our colleagues, communities, councillors and partners have the data they need.
Generate robust insights
into complex services to support confident, evidence-led decision making.
Build trusted data,
ethically blending information across Council services and partners to produce high-quality analytics, including forecasting and scenario modelling.
Build confidence and capability
among staff and Councillors to use data and insight effectively in their roles.
Take advantage of the latest technologies
to maximise the value of data, stay ahead of emerging opportunities and decommission legacy processes and datasets.
Our ambition
We will be a truly data-enabled organisation—one that harnesses the full potential of data and insight to deliver efficient, effective and sustainable services for our residents. We will also target support more effectively, ensuring that the right help reaches the right people at the right time and prevention is prioritised.
By embedding data and insight into everything we do, we will be better equipped to respond to complex challenges, make timely and informed decisions, invest in services which achieve impact, and improve outcomes across our communities. Our ambition is to:
Empower people with timely, relevant and accessible data
ensuring our colleagues, communities, councillors and partners have the data they need.
Generate robust insights
into complex services to support confident, evidence-led decision making.
Build trusted data,
ethically blending information across Council services and partners to produce high-quality analytics, including forecasting and scenario modelling.
Build confidence and capability
among staff and Councillors to use data and insight effectively in their roles.
Take advantage of the latest technologies
to maximise the value of data, stay ahead of emerging opportunities and decommission legacy processes and datasets.
The ambition
The ambition
Our missions
01
Accessible technology and simplifying the complex
Our mission is to create inclusive, user-friendly digital experiences and transform complicated processes into straightforward, seamless experiences for everyone.
02
Trust and security
We prioritise your privacy and data security, ensuring that our digital services are not only convenient but also trustworthy.
03
Sustainable practices
We are committed to leveraging digital innovation for more sustainable living, optimising resources and reducing waste.
04
Collaborative design and continuous improvement
Working with users and stakeholders to ensure digital services are and remain relevant, efficient and user friendly.
This ambition is not just about improving internal processes - it’s about making a tangible difference to people’s lives. By using data more intelligently, we will be able to:
Identify emerging needs earlier,
enabling preventative action before issues escalate.
Target support more effectively,
ensuring that the right help reaches the right people at the right time.
Design services around real-world demand,
improving accessibility, responsiveness and impact.
Reduce inequalities,
by understanding where gaps exist and tailoring interventions to close them.
Empower people and communities,
by making data and insights about their communities more transparent and accessible.
Ultimately, this strategy will help us shift from reactive to proactive service delivery, tackling root causes rather than symptoms with a focus on prevention and early intervention - supporting healthier, safer and more resilient communities across Cheshire West.
This ambition is not just about improving internal processes - it’s about making a tangible difference to people’s lives. By using data more intelligently, we will be able to:
Identify emerging needs earlier,
enabling preventative action before issues escalate.
Target support more effectively,
ensuring that the right help reaches the right people at the right time.
Design services around real-world demand,
improving accessibility, responsiveness and impact.
Reduce inequalities,
by understanding where gaps exist and tailoring interventions to close them.
Empower people and communities,
by making data and insights about their communities more transparent and accessible.
Ultimately, this strategy will help us shift from reactive to proactive service delivery, tackling root causes rather than symptoms with a focus on prevention and early intervention - supporting healthier, safer and more resilient communities across Cheshire West.
Our aims for 2028
The principles upon which we build
These essential values help shape our digital ambition, directing actions and decisions. Aligning the efforts of various teams towards common goals, providing a clear framework for achieving the desired outcomes.
User-centric design
Focusing on the needs and preferences of our residents and communities, we can ensure that our digital services are not only accessible but also efficient, effective and enjoyable to use. This approach will enable us to foster trust and engagement, making residents feel valued and heard.
Data-driven decision making
Informed decision solving ensuring we are making decisions based on evidence rather than assumptions and/or intuition.
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Understand needs: using data we can identify trends, forecast demand ensuring we can allocate resources where it will be used more efficiently and effectively.
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Proactive problem solving: identify and address problems early.
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Cost effective: avoid wasteful spending by investing in effective services/processes.
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Outcome focused
This principle emphasises the importance of defining clear goals and objectives that the strategy aims to achieve. By focusing on outcomes, Cheshire West and Chester can ensure that our digital initiatives are aligned with the overall business objectives and deliver measurable results.
Agility and flexibility
Embrace an agile approach to quickly adapt to changes in the market and technology. This involves iterative development, continuous improvement, and the ability to pivot when necessary.
Giving value for money
We will focus on delivering cost effective solutions that benefit our residents, customers and services alike:
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Ensuring resilience.
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Cost effective.
-
Return on Investment.
-
Monitor performance.
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Our principles
These essential values help shape our digital ambition, directing actions and decisions. Aligning the efforts of various teams towards common goals, providing a clear framework for achieving the desired outcomes.
User-centric design
Focusing on the needs and preferences of our residents and communities, we can ensure that our digital services are not only accessible but also efficient, effective and enjoyable to use. This approach will enable us to foster trust and engagement, making residents feel valued and heard.
Data-driven decision making
Informed decision solving ensuring we are making decisions based on evidence rather than assumptions and/or intuition.
-
Understand needs: using data we can identify trends, forecast demand ensuring we can allocate resources where it will be used more efficiently and effectively.
-
Proactive problem solving: identify and address problems early.
-
Cost effective: avoid wasteful spending by investing in effective services/processes.
Outcome focussed
This principle emphasises the importance of defining clear goals and objectives that the strategy aims to achieve. By focusing on outcomes, Cheshire West and Chester can ensure that our digital initiatives are aligned with the overall business objectives and deliver measurable results.
Agility and flexibility
Embrace an agile approach to quickly adapt to changes in the market and technology. This involves iterative development, continuous improvement, and the ability to pivot when necessary.
Giving value for money
We will focus on delivering cost effective solutions that benefit our residents, customers and services alike:
-
Ensuring resilience.
-
Cost effective.
-
Return on Investment.
-
Monitor performance.
Focusing on the needs and preferences of our residents and communities, we can ensure that our digital services are not only accessible but also efficient, effective and enjoyable to use. This approach will enable us to foster trust and engagement, making residents feel valued and heard.
User-centric design
Informed decision solving ensuring we are making decisions based on evidence rather than assumptions and/or intuition.
-
Understand needs: using data we can identify trends, forecast demand ensuring we can allocate resources where it will be used more efficiently and effectively.
-
Proactive problem solving: identify and address problems early.
-
Cost effective: avoid wasteful spending by investing in effective services/processes.
Data-driven decision making
The principles in detail
01
User-centric design
Focusing on the needs and preferences of our residents and communities, we can ensure that our digital services are not only accessible but also efficient, effective and enjoyable to use. This approach will enable us to foster trust and engagement, making residents feel valued and heard.
02
Data-driven decision making
Informed decision solving ensuring we are making decisions based on evidence rather than assumptions and/or intuition.
-
Understand needs: using data we can identify trends, forecast demand ensuring we can allocate resources where it will be used more efficiently and effectively.
-
Proactive problem solving: identify and address problems early.
-
Cost effective: avoid wasteful spending by investing in effective services/processes.
03
Outcome focussed
This principle emphasises the importance of defining clear goals and objectives that the strategy aims to achieve. By focusing on outcomes, Cheshire West and Chester can ensure that our digital initiatives are aligned with the overall business objectives and deliver measurable results.
04
Agility and flexibility
Embrace an agile approach to quickly adapt to changes in the market and technology. This involves iterative development, continuous improvement, and the ability to pivot when necessary.
05
Value for money
We will focus on delivering cost effective solutions that benefit our residents, customers and services alike:
-
Ensuring resilience.
-
Cost effective.
-
Return on Investment.
-
Monitor performance.
1.3 The principles upon which we build
These essential values help shape our digital ambition, directing actions and decisions. Aligning the efforts of various teams towards common goals, providing a clear framework for achieving the desired outcomes.
User-centric design
Focusing on the needs and experiences of users.
Data-driven decision making
Basing decisions on data analysis and evidence.
Outcome focussed
Prioritising results and impacts.
Agility and flexibility
Being adaptable and responsive to change.
Giving value for money
Ensuring cost-effectiveness and efficiency.
This strategy has been shaped through extensive engagement with stakeholders, consideration of national best practice, and a full organisational review of our data and analytics capabilities.
We will collect, manage and store data more effectively across the Council. We will work in line with technology best practice, information governance and ethical principles, creating a council-wide network on which to base analytics and decision making.
Impact:
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Data will be joined-up, accurate, consistent and secure, reducing duplication and errors.
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Services will spend less time searching for information and more time acting on insights.
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People and communities will benefit from quicker, more reliable responses and better coordination between teams.
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Services will have access to data and insights in usable, intuitive formats. New tools will empower teams to better understand the needs of our residents, evaluate the impact of interventions, and drive continuous improvement.
Impact:
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Managers will make faster, evidence-based decisions to improve service delivery.
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Councillors will have clear, accessible data to support local priorities.
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People and communities will see services that adapt quickly to changing needs.
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We will improve how we join and analyse data to build a richer picture of need and forecast demand - particularly in high-impact areas such as children’s services, adult social care and homelessness. Enhanced descriptive and predictive analytics will support earlier, more targeted interventions at both population and individual levels.
Impact:
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People needing support will receive it sooner, preventing crises.
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Resources will be allocated more effectively, reducing costs and improving outcomes.
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Services will shift from reactive to proactive, tackling root causes rather than symptoms.
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We will take a more sophisticated and integrated approach to spatial data, ensuring it is used alongside our service data to deliver an enhanced view of our communities. It will also be used to enable a better understanding of need and inform our modelling by highlighting variation across the Borough, leading to improvements in our physical spaces and support place-based decision making.
Impact:
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Investment decisions will be informed by real data on community needs and usage.
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Local areas will benefit from targeted improvements in housing, transport and green spaces.
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Residents will experience safer, healthier and more vibrant neighbourhoods.
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Residents will have easier access to data and insights about local services and places. This transparency will help people understand what’s available, be more involved in shaping services, and contribute to thriving communities.
Impact:
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People will feel more informed and confident about the support they can access.
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Communities will have a stronger voice in shaping local priorities.
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Greater trust in the Council through openness and accountability.
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We will deepen collaboration with key partners around data, insight and technology. Improved data sharing and joint working will unlock richer insights, drive innovation and deliver efficiencies.
Impact:
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Local organisations, including health, housing and the voluntary sector, will work from a shared understanding of need.
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Joint initiatives will tackle complex issues like health inequalities and economic growth.
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People and communities will benefit from more joined-up, holistic support.
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Achieving these aims will require a whole-organisation commitment to collaboration, innovation and data-informed decision making - supported by investment in the right infrastructure, skills and governance.
Why this matters
How this Strategy has been developed
Ultimately, this strategy will help us shift from reactive to proactive service delivery, tackling root causes rather than symptoms with a focus on prevention and early intervention - supporting healthier, safer and more resilient communities across Cheshire West.
To ensure this strategy reflects the needs and aspirations of our organisation and communities, we have engaged widely with:
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Colleagues across the Council – including those who input, manage, analyse and use data. This included structured conversations with analysts, service managers and technical teams, as well as feedback from participants in the Multiverse data apprenticeship programme. The Business Intelligence Review conducted by our data partner, provided a detailed assessment of current skills, gaps and opportunities for improvement.
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Elected Councillors – through workshops and briefings, we explored how data can better support Members in their roles, including local decision making, community engagement and scrutiny. Their feedback has informed our ambition to develop a new data offer for Councillors.
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Local partner organisations – including NHS colleagues, voluntary sector partners, and academic institutions. These conversations have helped shape our thinking around data sharing, joint intelligence, and collaborative insight generation.
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The aims and actions in this strategy are informed by national guidance and frameworks, including:
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The UK Government’s Data and Digital Professional Framework, which has guided our thinking on roles, responsibilities and skills development.
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Nesta’s Data Maturity Framework, against which we aim to progress towards Level 4 “Maturing” by 2028.
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The Local Government Association Data Maturity Model, which we will use to benchmark progress.
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The Data Maturity Assessment for Government (DMA), where we are targeting Level 4 “Developing”.
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A pivotal input to this strategy was the Data Strategy Review and Target Operating Model developed by our data partner. This review provided:
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A comprehensive assessment of our current data capabilities, including strengths in automation and dashboarding, and gaps in governance, ownership and strategic alignment.
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Recommendations for a centralised data function (Hub model) to reduce duplication, improve trust in data, and accelerate delivery of insights.
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A proposed Target Operating Model (TOM) covering data engineering, analytics, AI development, governance, and performance management.
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A roadmap for skills development, data literacy, and embedding analytics into business processes.
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This strategy builds directly on those recommendations and sets out how we will implement them in practice.
Our five pillars of change
To realise our ambition by 2028, we have developed a programme of work structured around five key pillars:
01
People:
Building a data-confident workforce
02
Process:
Embedding governance and ethical standards
03
Products:
Transforming data into actionable insight
04
Platforms:
Building the infrastructure for insight
05
Partnerships:
Collaborating for greater impact
Each pillar represents a strategic driver for change and includes targeted actions to embed data and insight across the organisation.
Aim:
Create a centre of excellence for data and invest in skills across the organisation.Why this matters:
Data skills are essential in every role. By improving the data culture across our organisation, and investing in advanced analytical capabilities, we will empower staff to ask better questions, make smarter decisions, and unlock the full value of our data.Key actions:
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Establish clear roles and responsibilities.
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Embed a diverse data team including analysts, engineers, data scientists and leaders.
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Expand business partnering to embed data expertise across services.
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Develop and effectively disseminate an organisation wide set of standards and best practice.
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Deliver training programmes to improve data skills and awareness of data ethics, including the use of data for prevention.
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Facilitate cross-service working to support teams to share data and insights.
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Invest in advanced technical skills (e.g. data engineering, AI, analytics).
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Grow the ‘Data Hive’ - a peer learning network for sharing tools, techniques and best practice.
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Aim:
Establish clear policies, standards and ethical frameworks to manage data securely and responsibly.Why this matters:
Robust governance ensures data is accurate, secure, and used ethically - building trust and enabling innovation.Key actions:
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Review and update data policies in collaboration with Information Governance.
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Define and implement data standards aligned with legislation and best practice.
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Develop a framework for data ethics to guide responsible analytics.
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Improve data quality through validation tools and clear ownership protocols.
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Explore links with the Cyber Security programme and digitisation of paper records.
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Aim:
Develop a suite of reliable and robust data products that enable timely, evidence-led decision making.Why this matters:
Accessible, well-designed and curated data products empower decision makers with the insights they need - when they need them. This supports proactive service design, continuous improvement and better outcomes.Key actions:
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Create up-to-date dashboards for core services, covering demand, cost, staffing and activity.
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Develop predictive models to forecast demand and identify opportunities for prevention in high-impact areas (such as social care and homelessness).
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Introduce risk stratification tools to identify population segments most likely to need support.
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Enhance spatial data capabilities through a centralised GIS offer.
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Launch a new Councillor and public-facing portal to improve access to local data.
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Aim:
Develop a modern, scalable data platform to support secure, integrated and automated data processes.Why this matters:
A robust platform enables seamless data access, integration and analysis - supporting efficiency and better decision making.Key actions:
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Migrate priority datasets to Microsoft Fabric to create a trusted central repository.
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Implement master data management to create single views of clients and assets.
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Introduce role-based access and data security protocols.
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Automate key data processes to support reporting and statutory returns.
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Embed data standards into procurement requirements for new systems.
Standardise development in line with best practice to reduce inefficiencies
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Aim:
Strengthen data partnerships across sectors to share insight, drive innovation and improve outcomes.Why this matters:
Collaboration unlocks richer insights, enables joined-up service design, and maximises community benefit.Key actions:
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Develop a data sharing policy to guide ethical and secure collaboration.
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Establish governance structures and common data standards to support interoperability.
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Expand use of shared platforms like Microsoft Azure and Fabric for cross-sector data access.
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Actively engage with central Government departments regarding future change, such as statutory data returns.
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Strengthen partnerships with NHS, voluntary sector, academia and technology providers and ensure close working relationships with Cheshire and Warrington Combined Authority.
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Play an active role in regional and national data networks.
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What this means for us
The five principles in practice
Delivering our ambition requires more than words - it demands action. Across Cheshire West and Chester Council, we are already putting the five principles of this strategy—People, Process, Products, Platform and Partners—into practice through innovative projects that demonstrate the power of data and insight.
These case studies showcase how we are building the foundations for a data-driven organisation and the tangible benefits this brings for services and residents. Each example highlights how the principles work together to:
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Empower our workforce with the skills and confidence to use data effectively.
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Embed governance and ethical standards into every stage of data management.
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Create high-quality products that turn raw data into actionable insight.
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Invest in modern platforms that enable secure, scalable and integrated data solutions.
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Strengthen partnerships to share knowledge, drive innovation and deliver better outcomes.
From growing a data culture through the Data Hive, to transforming Adult Social Care reporting, to pioneering predictive analytics and spatial intelligence, these projects illustrate the impact of our strategy in real-world settings.
They show how data is helping us:
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Respond to complex challenges with agility.
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Improve efficiency and reduce costs.
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Deliver preventative services that make a real difference to people’s lives.
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Build trust through transparency and collaboration.
These examples are just the beginning. As we scale our efforts, the principles demonstrated here will underpin every aspect of our transformation - ensuring that by 2028, the Council is a truly data-enabled organisation.
Overview:
The Data Hive is our community of best practice, designed to grow the organisation’s data culture and develop colleagues’ expertise in Power BI and analytics.People
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Over 100 staff have completed or are undertaking data qualifications through our partnership with Multiverse.
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Colleagues from across services collaborate to share learning and improve confidence in using data.
Process
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Promotes consistent approaches to reporting and analysis, embedding governance and ethical principles.
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Encourages peer learning and standardisation of Power BI development.
Products
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Creation of reusable dashboards and templates, reducing duplication and improving quality.
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Supports operational decision making and strategic planning.
Platform
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Built on our secure cloud-based data platform, ensuring reports use trusted datasets.
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Enables scalability and integration with other Council systems.
Partners
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Collaboration with Multiverse for apprenticeships and technology partners for training resources.
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Ensures our workforce stays up to date with emerging tools and techniques.
Impact:
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Faster, more accurate reporting.
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Develop insight more quickly.
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A stronger data culture across the organisation underpinned by peer support.
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Overview:
Automated reporting for ASC has transformed how we monitor cost, activity and demand, enabling real-time decision making.People
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Project team included service managers and representatives from Insight and Intelligence and Data Insights.
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Co-designed to meet operational and strategic needs.
Process
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Role-based access controls ensure sensitive data is protected while enabling wider visibility.
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Information security built into the model from the start.
Products
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Real-time dashboards provide insights into cost, activity and demand.
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Underpins performance discussions and identifies data quality issues early.
Platform
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Runs on our secure Azure data platform, reducing reliance on legacy systems.
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Supports future scalability and cost savings.
Partners
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Collaboration with technology suppliers to optimise reporting and ensure compliance with best practice.
Impact:
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Improved efficiency and accuracy of business intelligence reporting.
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Faster response to emerging trends and enhanced ability to implement preventative measures for vulnerable groups
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Better resource allocation and planning.
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What's next
Making it happen
Delivering our ambition to become a truly data and insight-driven organisation will require strong governance, clear accountability, sustained investment, and a commitment to continuous improvement. This section sets out how we will ensure the strategy is implemented effectively with a focus on prevention through data-driven early intervention.
It is critical that the interdependencies between both our ‘Digital Ambition’ and our ‘From Data to Impact’ strategies are managed effectively. Therefore, our existing Digital Cross-Cutting Board Terms of Reference will be refreshed to provide guidance and oversight of our shared goals. This group will:
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Set the direction to ensure alignment with the Borough Plan and our Digital Ambition.
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Coordinate efforts across programmes, keeping projects on track and resolving any gaps and challenges.
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Monitor progress against key milestones and hold services accountable for delivery.
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Champion ethical data use and ensure compliance with legal and regulatory standards.
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Share best practice and act as a forum for resolving cross-cutting data issues.
The group will bring together experts from Insight and Intelligence, Information Governance, Digital, Finance and service areas, with senior sponsorship from the Corporate Leadership Team.
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A hybrid approach to delivery is recommended to ensure the programme can be delivered within the allocated budget and to maximise the opportunity for upskilling and knowledge retention across internal teams.
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Commission specific technical support to deliver templated deployments in line with best practice that internal teams can replicate
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Onboard additional resources to help accelerate technical delivery of new products and support succession planning and knowledge transfer
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Migrate existing datasets and SQL scripts to Fabric to re-use existing data models where appropriate and avoid unnecessary cost
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Enhance existing reporting to reflect best practice and avoid duplication – one data model to support multiple reporting requirements
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Decommission legacy datasets and technology reducing duplication and cost.
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Progress will be tracked through:
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A quarterly delivery dashboard, reporting against each of the five strategic pillars.
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Integration with the Council’s Annual Delivery Plan and corporate performance reporting.
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Regular updates to Management Board and Cabinet, highlighting achievements, risks and areas requiring escalation.
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Public transparency through published updates and case studies showcasing impact.
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This strategy sets out a transformative roadmap to elevate data capabilities, governance, and impact across the organisation. The plan is structured around a number of core milestones, sequenced into four phases over a two-year period.
Phase 1 (Months 1–6): Team building, policy review, and foundational training.
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Build a centre of excellence:
Establish a virtual multidisciplinary team and launch targeted training programmes to embed data expertise and ethical awareness throughout the organisation. Further develop the ‘Data Hive’ peer learning network to foster collaboration and best practice sharing.
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Strengthen data governance and quality:
Review and update data policies, implement robust data standards and develop a framework for responsible analytics. These actions will ensure compliance, improve data quality and support ethical decision-making.
Phase 2 (Months 7–12): Infrastructure modernisation and initial product delivery.
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Modernise data platforms and infrastructure:
Migrate priority datasets to Microsoft Fabric, implement master data management, and automate key processes. Standardise development practices and decommission legacy systems to drive efficiency and security.
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Advance data products and insights:
Deliver modern dashboards, predictive models, and risk stratification tools to enhance service delivery and resource planning. Expand spatial data capabilities and launch a public-facing portal to improve data accessibility for stakeholders.
Phase 3 (Months 13–18): Expansion of partnerships and advanced product launches.
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Foster strategic data partnerships:
Develop policies and governance structures to enable ethical, secure data sharing. Strengthen partnerships with NHS, voluntary sector, academia, and technology providers, create strong relationships with Cheshire and Warrington Combined Authority, and actively participate in regional and national data networks.
Phase 4 (Months 19–24+): Ongoing optimisation and continuous improvement
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Review strategic priorities:
Assess development to date, identify gaps and reprioritise if needed.
This strategic approach will position the organisation as a leader in data-driven decision-making, ensuring robust governance, innovative products, and strong partnerships to deliver lasting value.
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Delivery of this strategy will be supported by:
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Targeted investment in infrastructure, skills and technology, aligned with our Financial Strategy.
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Use of transformation funding and external grants where available.
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A business case approach to new data initiatives, ensuring value for money and measurable benefits.
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Ongoing review of resource requirements to ensure sustainability.
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We will evaluate the success of the strategy through:
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Achievement of the six strategic aims by 2028, ensuring progress across data management, insight accessibility, demand forecasting, spatial intelligence, resident empowerment and partnership working.
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Improvements in data quality, accessibility and usage across the organisation, measured through audits and adoption metrics.
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Evidence of better decision making and service outcomes, demonstrated by faster response times, improved resource allocation and enhanced performance reporting.
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Evidence of successful prevention and reduction of demand through data-driven interventions, such as earlier support in Children’s Services and Adult Social Care, reducing crisis interventions and improving wellbeing.
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Impact on residents and communities, including improved access to information, greater involvement in shaping services, and more equitable outcomes.
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Feedback from colleagues, Councillors, partners and residents, gathered through surveys, engagement sessions and case studies.
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Benchmarking against national standards and peer organisations, including progress against Nesta’s Data Maturity Framework and the Data Maturity Assessment for Government.
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Demonstrable contribution to Borough Plan missions, such as reducing inequalities, improving health and wellbeing, supporting inclusive economic growth and protecting the environment.
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The principles in detail
01
User-centric design
Focusing on the needs and preferences of our residents and communities, we can ensure that our digital services are not only accessible but also efficient, effective and enjoyable to use. This approach will enable us to foster trust and engagement, making residents feel valued and heard.
02
Data-driven decision making
Informed decision solving ensuring we are making decisions based on evidence rather than assumptions and/or intuition.
-
Understand needs: using data we can identify trends, forecast demand ensuring we can allocate resources where it will be used more efficiently and effectively.
-
Proactive problem solving: identify and address problems early.
-
Cost effective: avoid wasteful spending by investing in effective services/processes.
03
Outcome focussed
This principle emphasises the importance of defining clear goals and objectives that the strategy aims to achieve. By focusing on outcomes, Cheshire West and Chester can ensure that our digital initiatives are aligned with the overall business objectives and deliver measurable results.
04
Agility and flexibility
Embrace an agile approach to quickly adapt to changes in the market and technology. This involves iterative development, continuous improvement, and the ability to pivot when necessary.
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Value for money
We will focus on delivering cost effective solutions that benefit our residents, customers and services alike:
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Ensuring resilience.
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Cost effective.
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Return on Investment.
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Monitor performance.
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Contact Us
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Contact us today.