getting more from less: reducing & consolidating software solutions withing public services

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Government ICT Conference

Getting More from Less: Reducing and Consolidating Software Solutions within Public Services

Bill Gemmell,

Head of Consulting Services

Lockheed Martin

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Setting the Scene

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Strathbarns Council

• Medium sized local

authority

• Covers population in

order of 250,000

residents

• Aged and under-

privileged

demographic

• Major budgetary cuts

forecast for next five

years

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Hugh McEllis, CIO

• 25 years Commercial

Experience

• Challenged to support

organisational change

arising from austerity

challenges

• Inherited IT and data

services in latter

stages of major

outsourced contract

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The Digital Diaspora

• Core set of

“Enterprise” solutions

and initiatives

• Large number of “line

of business”

applications selected

and “owned” by

business units

• Service and support

unstructured and

reactive

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Hugh’s Challenges

• Sort out the mess

• Re-align IT services as

an enabler

• Use IT services to

support change

initiatives

• Identify “new-model”

for future IT services

• Support budgetary

cuts – save money!

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Strathbarns Council

The As Is State

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Enterprise Solutions

• Enterprise in name not in nature

• Legacy platforms – old technology

• Low levels of integration – visible, failed attempts

• Duplication of data –integrity challenges

• Staff making do, not making progress

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Line of Business Solutions

• Replication of functionality across business units for example:– Three PM solutions

– Four Relationship Management Solutions

– Five Work Order Management Solutions

– Seven Asset Management Solutions

– And More….

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Processes and Workflows

• Multiple citizen points

of contact supported

by different solutions

• Paper and manual

hand off of information

• Incomplete record

management

• Processes and

workflows created with

localised focus

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Organisational Challenges

• Handoffs leading to

inefficiency and error

• Information ownership

challenges across

teams and with IT

services

• Low user commitment

to solutions and

services

• Poor neighbour

syndrome

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Strathbarns Council

The To Be State

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The Future of IT Services

• Services to support channel shift

• Services to support self managed workgroups

• Services to empower business unit managers

• Services to support “golden record” initiatives and information portal

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The Future of IT Services

• Reduced set of core

applications

supporting core

services

• Cost savings through

strategic solution

investment and

development

• Optimised use of

xAAS offerings

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Meeting the Objectives

The Assessment

Process

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Meet Strategic Objectives

• Support strategic initiatives including Channel Shift, Empowered Managers and Information Portal

• Support collaboration and shared service delivery with central government, other local authorities and other partners

• Meet legislative requirements and the operational interoperability and security standards expected for the public sector

• Reduce IT maintenance and support requirements required for Council applications

• Consolidate applications so that a minimum required set are performing similar functions across different departments

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Establish the Business Case

• Strategic case – what are the Council’s needs and how can a change in application approach support this

• Economic case – what are the options to achieve the desired strategic outcome and what are the value for money arguments

• Financial case – can the proposed change be afforded

• Commercial case – how does the proposal fit within the Council’s contractual context and can suppliers deliver it

• Management case – is it deliverable within required timeframes, what are the risks to the Council in doing so and do the Council and suppliers have the necessary skills to deliver it

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Strategic Case

• Supports increasing levels of mobile working from a wide

variety of locations and devices both “in the field” and from

home locations

• The strategy provides reliable and extensive business

continuity capabilities

• The strategy supports the empowered manager agenda by

providing easy to understand and timely management

information with capabilities to easily develop new reports as

needs change

• Promotes online channel shift for Citizens

• Contributes in economic terms as interfaces are minimised,

support contracts are aggregated, etc., and contributes to

data governance by standardising data moving towards a

“golden record” for staff and Citizens

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Economic Case

• Demonstrates a strong Return on Investment

(RoI)

• Identifies clear benefits to the Council

• Identifies level of risk that the Council is

exposed to

• Requires fewest staff and shortest time to

complete

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Commercial Case

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• Can a supplier deliver this option?

• Can the supplier offer a cost effective deal to

deliver and run the solution?

• Can the providers offer a host of

implementation options such as in-house,

hosted or managed service?

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Financial Case

• Is the strategic option able to provide RoI within

an anticipated 5 year period?

• Does the solution require significant upfront

costs?

• If the solution is extended beyond 5 years, will

significant RoI still be achieved?

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Management Case

• Is the Council able to provide sufficient support

to the supplier to ensure delivery?

• Are the Council’s training requirements

achievable?

• Does the Council have the capability to ensure

the benefits of the project are realised?

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RAG Reports

• Measurement Metrics

Set

• GAP quantified

• RAG reports created

• Recommendations

made

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Strategic Enterprise

Opportunities

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Consolidation of Enterprise Applications list into five logical groupings:

• Unified Communications encompassing email, calendaring, contacts management, mobile access and integration, smart phone access, desktop video conferencing and instant messaging

• Customer Contact encompassing the handling of Customer Relationship Management (CRM) data, handling customer contacts by telephone and the acceptance of work requests generated as electronic forms via the Council’s external web site

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Strategic Enterprise

Opportunities

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• Electronic Document and Records Management in the wider context of collaboration, workflow, content management and contextual information repositories related to work groups and/or specific technical interests

• Financial Accounting, Human Resources and Payrollconsidered as complementary because of the high level of integration required between HR and Payroll processing and similarly between Finance and Payroll

• Geographical Information Systems (GIS) considered in the context of an enterprise-wide GIS repository

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Business Challenges

• Service and Output Based IT Delivery – adoption of a service orientated delivery model

• Cohesive Business Driven IT Strategies and Services -the definition of IT strategy and the delivery of IT services in support of the development of an “Intelligent Customer” function

• Adoption of New Ways of Working - a full review of business processes, subsequent re-training and up skilling of Council staff and more rigorous compliance management structures including attitudinal changes

• Customer Centric IT Transformation - the introduction of channel shift to ensure that Citizens are both equipped and able to embrace new channels of communication.

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