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Wednesday 9 December, 2015
Manchester Central Library
Delivering Digital Devolution in Local
Authorities
Contents
2
The Government of the Future
Danny van Heck, SAP
1
Devolution and the digital mind-set
Andrew Gunn, Bluefin Solutions
5Cardiff County Council case study
Ross Maude, Cardiff County Council
2
Barnsley MBC case study
Chantele Smith, Barnsley MBC
3
Surrey County Council case study
Tahiana Jefferis, Surrey County Council
4
Transforming Government to digital
Danny Van Heck, GM EMEA Public Services, SAP
3
The digital value network
This interconnects all aspects of the value chain in real-time to drive
organisational outcomes
4
Digital technologies are everywhere
 Digitisation of data and interactions increasing at
an exponential pace
 Mobile, Internet of Things and Hyper-
connectivity enabling immediate access to every
“thing”
 In-Memory changing the speed of computing
and delivering the vision of real time
 Big Data and Machine learning technologies
changing how data is being analyzed with
predictive analytics
 Cloud enabling digitisation with commodity
storage, and on-demand computing at scale
The world is changing quickly
5
Digital technologies are here to stay
Something interesting and « digital
disruption » everywhere
6
10 years later : what would surprise you the
most? …
7
Video – Buenos Aires
8
IoT Sensors with
Data in Real-Time
(HANA)
City of 3 million
terrible floods in
2013
100 people died
30,000 storm drains
Data to make the
right decisions
Within one year a
major problem
resolved despite
worst rain ever
Link to video - https://www.youtube.com/watch?v=Q0Pm6kcvpV8
Staying dry with help from SAP® solutions
9
Organization
Gobierno de la Ciudad
Autónoma de Buenos Aires
(City of Buenos Aires –
Ministry of Environment and
Public Space)
Location
Buenos Aires, Argentina
Industry
Public sector
Products and Services
Public services for
approximately 6 million citizens
Employees
Approximately 120,000
Web Site
www.buenosaires.gob.ar
Top objectives
 Manage resources that maintain over 700,000 assets, including streets and lights, parks, bus
stops, drains, buildings, and bridges
 Quickly respond to service requests and improve trash collection
 Predict and prevent flooding and resulting damage and losses
Resolution
 Enabled the collection, monitoring, and analysis of real-time sensor data from storm drains,
weather reports, and back-end SAP® software systems using the SAP HANA® platform
 Streamlined permit, supplier, and contractor management with the SAP Customer
Relationship Management and SAP ERP applications
 Enabled monitoring of contractor performance and maintenance-related tasks with SAP
Mobile Platform
 Enhanced and optimized IT infrastructure with SAP Mobile Platform and SAP Process
Integration technology
 Provided mobile apps to inspectors
Key benefits
Clean streets, clear drains, and greater safety and transparency for citizens
“SAP software technology innovation contributes to more efficient management of the city, simplifies our
operations, and greatly improves the quality of life for all the people living here.”
Rodrigo Silvosa, General Director of Control Management for the Environment and Public Spaces Ministry,
Gobierno de la Ciudad Autónoma de Buenos Aires
0 floods
After three days of torrential
rain
30,000
Storm drains kept clear
80%
Response rate to infrastructure
issues in 2014, compared to 1%
in 2009
>280,000
Complaints resolved annually
~190,000
Claims for inspections
investigated each year
30172 (15/04) This content is approved by the customer and may not be altered under any circumstances.
Why digital for Government
10
Government needs to adapt rapidly to a
digital world
11
Increasingly challenging Government environment
Why digital for Government?
12
41%
of government organizations have experienced at least one instance of economic crime in the past 24 months
Seventh PwC Global Economic Crime Survey 2014 / An Australian snapshot of economic crime in the public sector /
February 2015, Fighting fraud in the public sector III
Of all the development projects that are
started, 5 to 15 percent will be abandoned
before or shortly after delivery due to poor
usability. This amounts to $150 billion lost
[annually]
(Momentum Design Lab April 2015)
Complex user experiences
Large organizations can spend between 40% and
80% of their time on non-value-added activities
(BCG, Complexity Report)
Complex business processes
73% percent of executives said the complexity of
data is the largest IT challenge
(Forrester, 2013 report)
Complex technology
SAP’s core digital framework
13
SAP S/4HANA, a real-time platform, at the
core of the digital platform
14
Workforce Engagement
Big Data
Internet of Things
Business networks Social networks
Constituents
Devices
SAP S/4HANA
Application SAP Fiori SAP HANA
Transform business processes
15
Finance
Allow for visibility into the state of the enterprise at any
time:
• Enable real-time financial close for faster, more accurate,
and more collaborative decision making and execution
enterprise-wide
HR
Manage, develop, reward, and retain a global workforce:
• Integrate end-to-end HR and financial processes for
budget and head count
Digital Core
Workforce
engagement
Constituent experience
Omnichannels
Business networks
Internet of Things
and Big Data
Sustainable Government
Funding
Meeting Citizen Needs Public Security Future Cities
Prevent fraud and non-compliance with an
end-to-end compliance solution:
• Enterprise fraud management: any
compliance type, end-to-end
• Real-time analyze fraud patterns,
• Setup detection rules and calibrate
detection strategies
• Execute mass and real-time detection and
stop non-compliant business transactions
• Manage alert workload
Real-time Situational Awareness (RTSA) on
top of your existing environment enables
you to:
• Distill lots of data on a visually intuitive
mapping interface to uncover an
actionable insight.
• Monitor and evaluate the situations and
improve real time decision making.
• Scale your application leveraging the
massive speed and scale of SAP HANA
Extend the digital platform with citizen
engagement intelligence:
• Real-time 360-view of all citizen activities
across all channels
• Understand your citizens to improve
public perception
• Rapidly and easily segment large citizen
populations
Double through-put of freight at Hamburg
Port
• Real-time information exchange
• Greater cargo handling speed and
capacity
• Interconnected infrastructure
• Graphic representations of truck positions
and infrastructure status
Reimagine business processes for fundamentally higher
performance
Video – City of Boston
16
SAP HANA
Research and
Analytics
Mobile Data
City took days to
analyse
Comprehensive
Property scenario
Big Data to improve
City Services
55% Crime rate down
Now it takes
seconds!!
600 overdue permits
down to 3
Link to video - https://www.youtube.com/watch?v=0gepYGx0Yvg
SAP HANA – Next generation platform
17
SAP S/4HANA - Rethinking IT
18
Simple data model Modern
User Experience
Introduction without
business disruption
SAP S/4HANA, the next-generation platform
AND business suite
19
SAP S/4HANA, the next-generation platform
AND business suite
20
HANA: The next generation platform and
business suite
21
SAP-S/4HANA-Applications and -Extensions
Applications for Lines of Business and Industries
SAP Fiori UX
role-based user experience on all devices
SAP-HANA-Platform
In-Memory-Platform for all data
Ariba Concur Fieldglass Hybris SuccessFactors
Native Integration for Hybrid-Scenarios
Internet
of Things
Business
Networks
Social
Networks
Users
devices
Big Data
Cloud
Edition
On-Premise
Edition
Combining Transactions and Analytics on
one common In-Memory-Platform
22
• Direct insight based on live data
• Single source of truth
• No ETL- and Batch-processing
• Decisions and actions based on outdated data
• Multiple copies of data
• Effort and cost for ETL- and Batch-processing
Transactions Analytics
Replication Replication
Transactions Analytics
SAP S/4HANA: Finance example
23
COSPCOEPCOBKBKPF BSEG BSEG BSEG BSIS BSIS BSIK BSET LFC1 GLT0 GLT0 GLT0
SAP SIMPLE FINANCE 4 0
UpdatesInserts
SAP-FINANCE WITH AGGREGATES AND
INDICES
10 5
CORE DATA STRUCTURE REMAINS UNCHANGED
Initiatives
24
Initiatives
25
Initiatives
26
Smart Cities Expo, Barcelona, 17 – 19 November 2015
Video – Hamburg Port Authority
27
IoT Real-Time
Sensors
HANA
800 Trucks in Harbour
each day
140 million tonnes of
goods
No space so how do
you make things GO
FASTER!!!
Waiting time
reduced substantially
Link to video - https://www.youtube.com/watch?v=zKZDgsni0Y4
HPA: Doubling cargo handling capacity with
optimised logistics using SAP HANA® Cloud
Platform
28
Organization
Hamburg Port Authority (HPA)
Anstalt öffentlichen Rechts
Headquarters
Hamburg, Germany
Industry
Travel and transportation
Products and Services
Port management and
development
Employees
1,808 (2013)
Revenue
€280.68 million (2013)
Website
www.hamburg-port
-authority.de
Objectives
 Real-time information exchange
 Greater cargo handling speed and capacity
 Interconnected infrastructure to extend the port’s lifetime, offer new services, and transport goods more safely and
effectively
Why SAP
SAP HANA® Cloud Platform to enable real-time processing of and role-based access to unstructured data
Benefits
 Built the smartPORT logistics platform using SAP HANA Cloud Platform to connect supply chains end to end
 Worked with T-Systems to integrate telematics, upgrade mobile terminal devices, and build geofences for
communication integration
 Implemented a DAKOSY logistics solution
 Connected the entire port supply chain, providing everyone with complete traffic information
 Enabled graphic representations of truck positions and infrastructure status
Future plans
 Onboard more partners to the platform
 Extend services and sales promotions for smartPORT to external partners
 Enable container depots and chassis lessors to be emptied
“The smartPORT logistics platform running on SAP HANA Cloud Platform has allowed us to double cargo
handling capacity. The more partners that participate, the more effectively the port will run.”
Sascha Westermann, Head of Intermodales, IT Traffic Management, Hamburg Port Authority (HPA) Anstalt
öffentlichen Rechts
5–10 minutes
Driving saved per truck and
tour, equaling 5,000 hours per
day over 40,000 trips
2x
Increase in cargo handling
in the Port of Hamburg
Increased
Throughput for freight
forwarders
Reduced
Wait time for truck drivers
38060 (15/07) This content is approved by the customer and may not be altered under any circumstances.
Building modern digital services
Ross Maude, Chief Enterprise Architect, Cardiff County Council
29
Background
30
31
32
33
34
Challenge
35
36
37
“A Digital Service is one that has been entirely automated and which is
controlled by the Customer of the Service”
 There are huge benefits for customers being able to access services
as and when they need them
 Council’s efficiency savings can be achieved most easily with Digital
Services
 Not just about exposing services to the internet. Services need to be
rebuilt to take advantage of automation
Digital services
38
Digitising services: DVLA car tax example
39
- No postage costs
- No “lost disc” costs
- Easier to track non-
compliance
Text goes here
You used to have to
take 3 forms to the
post office
Now it all happens
online, in real-time.
And you don’t need a
tax disc anymore!
- Had to take time off work
- Manual form processing
- Manual payment processing
- Postage costs
- Email reminder
- Do it at home
- Reduced processing
and payment costs
Housing repairs process manual
40
Housing repairs process manual
41
Housing repairs integration
42
Works order system
Mobile app
Contact centre:
Identifies repair request
Gives preferred appointment via DRS
Total Mobile sends repair to operative at
appropriate time
Operative sends information about repair via
Total Mobile to DRS and Works order System.
DRS
C4C
Address base Repair finder
Application design
43
Housing repairs video
44
45
LOB1 LOB2 LOB3 LOB4 LOB5
Process orchestration
HANA Cloud Platform
C4C HANA Cloud Portal
On-Premise
PaaS
SaaS
UI5 UI5 UI5 UI5 UI5 UI5 UI5 UI5 UI5 UI5 Mashup
LOB
Platforms
Call agent Citizen Operative
46
LOB1 LOB2 LOB3 LOB4 LOB5
Process orchestration
HANA Cloud Platform
C4C HANA Cloud Portal
On-Premise
PaaS
SaaS
UI5 UI5 UI5 UI5 UI5 UI5 UI5 UI5 UI5 UI5 Mashup
LOB
Platforms
Call agent Citizen Operative
Digital Devolution: How Barnsley MBC
is stepping up to the challenge
Chantele Smith, Developer and Project Manager, Barnsley MBC
47
Agenda
• Key challenges we face
• Ways we are meeting these challenges
• Demonstration of two systems
 Barnsley Financial Services
 Tradesperson Mobile Application
• Benefits realisation
48
BMBS’s key challenges
49
Rising customer expectations
Demographic and social change
Increasing financial pressures
Customer Intelligence to inform and shape service delivery
Building partnerships and working collaboratively with others
Flexible and adaptable workforce
How BMBC is meeting these challenges
50
Automation and rationalisation of processes
Agile development to speed up benefits realisation
New collaborative projects
Putting technology at the front line
• Digital finance portal
 Public, education and private sector customers
 Win new business
• Aligned processes with service management
tool
 More resilient service
 Customer retention
• Automate manual processes
 Create capacity
 Lower transactional cost
• Delivered in bite sized chunks to speed up
ROU
Example 1 – Barnsley Financial Services
51
Real business benefits
52
Task Previous New
Monthly Payroll Reports 100+ hours 10 minutes
On-boarding per client 3 days 1 day
Staffing List 1 day Seconds
Validation 4 days 2 days
Leavers Report 2 to 3 days per month spent
on overpayments
Expected reduction in
Overpayments / Advance
SIMS 3 hours per site visit Remote / real time / formatted
upload
New Payroll query KPIs Not measured 48hr resolution with more
improvement expected
Performance Management
Reports
Not measured Suite of reports
Real end-customer benefits
53
Task Previous New
Monthly Payroll Reports Pressure to meet deadline of
30th
3/4 days earlier / Guaranteed
by 30th
On-boarding per client Last minute – little time for
checks / query resolution
3 days earlier
Staffing List Quarterly by HR Real time
Validation Last minute Released pressure / greater
time for query resolution
Leavers Report Not provided Advance notice / reminder –
reduces overpayments
New Payroll query KPIs Not measured Real time status of all queries
• Tradesperson Mobile Application
 Job and stock management
 Timesheets
 CP12 Gas Certificates
• Improved E2E processes
 Job management
 Visibility of management of stock
 CP12 production
• More effective use of time
 Automation of paper processes
 Less store visits
• Reduced cost
 Consolidation onto a single, cheaper, mobile
platform
Examples 2 – Bernslai Homes
54
Real business benefit
55
Task Previous New
Job Management Information scattered over
5 screens
Single screen
Job Management Information on several
screens
Today’s jobs and overdue
jobs on one screen
Job Management Current, future and
completed work mixed
together
Dynamic list of outstanding
work
Device response time Very slow, particularly
when synchronising jobs
Seconds
Timesheets Paper based On device
Stores Paper based On device and reduces
delays in material costs
hitting the system
Real business benefits
56
Task Previous New
Stores 1 FTE inputting paper stores
issue notes
FTE now delivers stock to
operatives, reducing transport
costs and unproductive
operative time
Manual input & paper process Punch errors resulting in costs
being booked to wrong job
and impacting stock take
Zero errors
Manual input & paper process Operative handles own stock
management
Van stock replenishment done
by system
Operative productivity No out of office access to e-
mail
iPads give operatives access to
e-mail
Operative productivity Carry paper copies of risk
assessments, supplier
catalogue’s and user manuals
All online and automatically up
to date
Surrey County Council’s
rapid delivery of HR self-service
Tahiana Jefferis, Application Portfolio Manager ERP, Surrey County Council
57
Agenda
• Overview
• Project overview
• Business case
• Highlights from your quality approach
• Rapid time to value and TCI/TCO
• Demonstration
• Key challenges and success factors
• Actual business benefits achieved
• Questions
58
Overview
Who we are: Surrey County Council
Location: Kingston upon Thames
No. employees: 30, 400
 Live with SAP since 2004
 ECC 6.0, SRM, Enterprise Portal (ESS/MSS), BW, BOBj, BPC and GRC
 8000 system users
 Partnership with East Sussex County Council and others on the way called “orbis”
59
Overview
Who we are: Surrey County Council
Location: Kingston upon Thames
No. employees: 30, 400
 Live with SAP since 2004
 ECC 6.0, SRM, Enterprise Portal (ESS/MSS), BW, BOBJ, BPC and GRC
 8000 system users
 Partnership with East Sussex County Council and others on the way called “orbis”
60
Project overview
Project scope
 SAP Fiori implementation
Process coverage
 My Travel and Expenses
 Leave Request
 Leave Approval
 Expense Approval
Rollout scope
 50 user productive pilot then to 8,000 employees
Implementation method
 PRINCEII, Agile and ASAP
61
Business case
The following business goals were set to be measured
 Time Saving: Remove the need for field based workers and managers to return to
the office
 Accurate Data Capture: Data entered into ERP is done at source removing any re-
keying of information
Disrupting our mindset with digital
 For these employees we needed to disrupt our existing HR processes, which were
heavily paper based and inefficient, as fast as we could to demonstrate tangible
return on investment
 Solutions needed to be simple for our user communities
 Solutions needed to be standardized – our key philosophy with SAP
62
Project details
Project duration
 8 weeks from commencement of project to go-live
Go-live date(s)
 16 March, 2015
No. of users
 Up-to-date, 200 employees with a potential of 8,000 within the next 6 months
Users planned
 SAP Fiori self-service mobile applications available to all staff who have a Council
mobile device
Project effort
 60 person days from Bluefin Solutions
63
Highlights of out approach
Areas where our project was particularly innovative and successful
 Deployed a suite of project-quality templates which started with the Suppliers
Statement of Work (SoW) with clearly defined deliverable templates to accelerate
project start-up
 A rapid build of NetWeaver Gateway server infrastructure and software for 4 tier
landscape (Sandpit, DEV,QAS,PROD) leveraging standard template builds
 A robust and accessible project governance was established
 Securing experienced resources was key to accelerated project delivery whilst
upskilling internal resources by the Supplier
 The project was implemented as a collaborative joint team using Surrey County
Council and Supplier teams to ensure sustainable knowledge transfer and rapid
‘team’ bonding.
64
Highlights of out approach continues
 Modifications and enhancements to standard SAP Fiori applications used the SAP
UI5 extensibility framework to ensure that no enhancements would be lost on
subsequent upgrades to the SAP UI5 applications
 A 50 user productive pilot was deployed rapidly then first wave roll out to 200 users
to gauge early user feedback
 Feedback solicited through the use of social collaboration tools i.e Yammer
 The Bluefin approach using Agile techniques into the robust PRINCEII and ASAP
delivery methodology
65
Rapid time-to-value and TCI/TCO
 Achieved Rapid Time to Value delivery
 Use of standadised SAP business processes (HCM) and 80/20 rule on enhancements
delivered a brilliant software to services ratio
 Through the use of Agile and collaboration in the early stages of the project meant
that rapid progress was made and decisions were made in ‘real time’
 A very comprehensive Project Initiation Document (PID) and detailed Microsoft
project plan was produced to manage the delivery of the implementation on time
and under budget.
 The total cost of ownership (TCO) was not impacted because software used was
already available through existing SAP Licensing arrangements. The architecture of
deployment kept to commodity virtual services to allow for rapid scaling when
required.
66
Key challenges and success factors
Key challenges faced
 Aggressive timelines
 Delivering a just released application
 Working around other critical projects
Key lessons learned
 Selecting partners that are well motivated, skilled and willing to go the extra mile
can make a huge difference in a project
 Having a robust framework for quality assurance and control of all deliverables to be
produced, articulated in the PID, further set-up the project for success.
 A focused review of the SAP Fiori applications ‘out-of-box’ against our core ECC
systems and our processes was crucial.
67
Key challenges and success factors (cont.)
Key contributors to the success of your project
 Early end user testing of the solution to solicit feedback
 Agile approach enabled early delivery of new processes
 Team with the right blend of technical and business skills were critical to
successfully delivering low time to value
 Selecting partners whom have a deep technical understanding of SAP UI5
technology
 Using teams knowledgeable with current ERP systems and processes with Surrey
County Council
68
Actual business benefits achieved
Time saving
 For 4,000 remote workers. Today an employee takes 60 minutes per month to
complete paper forms processed by back office support staff. This was reduced to
10 minutes per month with the introduction of travel and expenses application,
which equates to a saving of 462 days per month.
 Managers save up to 30 minutes per month reviewing and transcribing information
into spreadsheets sent to shared service centre offices.
Accurate data capture
 Data entered in the system is now completely accurate as each submission is
validated on entry and all detailed data is stored in our SAP system, whereas the
current situation data is summarised in SAP which is not ideal with manual re-keying
from paper.
69
The future
Future business benefits planned
 Simplification of procurement (SRM) with SAP Fiori application
 Implementation of Inbox (Single approvals INBOX)
 Further deployment and simplification of expenses applications to incorporate GIS
end point mapping
70
Devolution and the digital mindset –
the need for changing behaviors
Andrew Gunn, Director Public Sector, Bluefin Solutions
71
Agenda
• Devolution, a quick view
• The need for changing behaviors
• Why change your mindset
• Some techniques for digital disruption
• An architecture for devolution
• Disruptive ideas
• Questions & answers
72
Devolution
A little history about devolution
• Historically, UK raises 75% tax revenue centrally and 25% public
expenditure is by Local Government
• June 2014, George Osborne made ‘Northern Powerhouse’ speech
• Central UK Government to devolve powers and budgets to willing
regions including tax raising powers
• Greater Manchester first to strike deal with Treasury in November
2014.
73
74
UK’s combined authorities
A list of UK combined authorities
• Greater Manchester Combined Authority – 2011
• Sheffield City Region Combined Authority – 2014
• North East Combined Authority – 2014
• Liverpool City Region Combined Authority – 2014
• West Yorkshire Combined Authority – 2014
• West Midlands Combined Authority – 2016
75
Greater Manchester combined authority
Population 2.8m, Health and Social budget £6bn
 Trafford Metropolitan Borough Council
 Bury Metropolitan Borough Council
 Stockport Metropolitan Borough Council
 Rochdale Metropolitan Borough Council
 Manchester City Council
 Oldham Metropolitan Borough Council
 Salford City Council
 Bolton Metropolitan Borough Council
 Tameside Metropolitan Borough Council
 Wigan Metropolitan Borough Council
76
North East combined authority
7 Councils in the NE Combined Authority comprising of the following:
 Durham County Council
 Gateshead Metropolitan Borough Council
 Newcastle City Council
 North Tyneside Metropolitan Borough Council
 Northumberland County Council
 South Tyneside Metropolitan Borough Council
 Sunderland City Council
77
North East combined authority
Councils in the NE making slow progress:
• Have signed a proposed devolution agreement to drive economic
growth and bring investment to the North East
• Not until early 2016 will decide to formally approve the proposed
devolution agreement
78
Greater Manchester’s devolution
New powers gained through devolution
 Variable business rates setting powers
 More control of transport
 New planning powers
 £300m for housing, resulting in 15,000 new homes being built over the next decade
 More funding to get 50,000 people back into work
 More budget to support local businesses
Will also control long-term health and social care spending with budget
of £6bn for 2016/17
79
GMC Health and Social Care
Greater Manchester Health and Social Care Partnership Board
 Greater Manchester Combined Authority
 The 10 local authorities
 12 Clinical Commissioning Groups
 15 NHS Providers
 NHS England
 Fire and rescue
 Police and crime commissioner’s office
80
Typical challenges to face with devolution
GMC is a complex challenge, which requires disruptive techniques to make
more rapid progress
 38 organisations having to work together
 Still questions surrounding governance, finance and risk sharing
 Efficient communication between organisations of patient information
 No common ID between NHS and local government
 Citizens moving in/out of Manchester
 Many legacy systems in place
 Complex financial management
 Managing the finances and risk
 Politics, cultural change (we don’t do it that way)
 Need for sharable information between NHS and Local Government to enable
tracking patient and citizen interactions
 National Information Board (NIB) focusing on integrating EHRs where NHS number
will be common across NHS and social care
 Currently staff need to log into multiple different systems
81
Information sharing challenges
Currently patient information is shared freely between NHS services
• Health record information includes:
 Treatments received
 Allergy information
 Medicines and reactions
 Long-term conditions
 Lifestyle information
 Personal data
 Hospital and consultation notes and records
• Anonymous information can be collected to:
 Determine how well a hospital is performing
 Track the spread/risk of diseases
 Clinical research to determine which treatments are most effective
So, why not between Local Government and Health? Is it systems
interoperability or politics, or both? Data is a key priority to consider.
82
The citizen identity, a fundamental challenge
There is currently no systematic Identity linking of citizens across NHS
and Local Authorities
• Social care organisations will have to adopt NHS number
• Interesting point
 India is currently undertaking a technical mission
 Creating a database of personal biometrics for nearly a billion citizens
 Every citizen will have a unique ID number linked to 10 finger prints, 2 iris scans and
a photograph
 Will be used for health and social care in India as well as bank accounts, benefits,
police, taxation etc.
83
A change in mindset is required
To tackle the devolution agenda there will be a need to change your
mindset to service provision
 Building on the years of complex systems delivery is not a recommended approach
in your existing organisational silos
 Being the IT demi-god is also no longer the right approach either
Approaches advocated
 Build collaboratively with your partners around what you have, retire your legacy
systems when you can and consolidate towards single platform of services which
are loosely coupled
 Share and build new IT services collaboratively across devolved government
members e.g. Council x becomes the mobile services provider for the North West,
Council y is the Financial services provider for the North West
Results obtained
 A platform of services delivered, made available to all members of devolved
government to consume; that’s the result to be sought
 Also think about monetising opportunities for the services: the what, why, how and
when
84
Why change your mindset?
Embrace digital transformation and use this as key enabler for change to
tackle your devolution agenda
 There is no more money in the pot to build your own leading edge infrastructure on
your own
 Most councils do the same things and execute the same process, consolidation is
the only viable option
 Strength in numbers to protect front line service provision
 Significant opportunities for Councils to release their internal IT service provision
and save costs, whilst gaining innovation at lower entry cost
 Significant opportunities creating Centre of Excellence for specific services
provisioning
 Collaboration is the new demon of Procurement teams, many organisations will be
involved
 New ways of thinking about customers and adoption of technology are required
85
The 7 priorities for digital transformation
86
Put your customer
at the heart of
everything you do in
terms of tackling
devolution
Design thinking – forget about waterfall
87
Empathise
with your
citizens
Define
the citizen
needs
Generate
Ideas with
your citizens
Prototype
with your
citizens
Test with
your citizens
Get under
the skin of your
audience.
Understand
their problems
and real pain
points.
Capture and
document what the
users needs are and
their insight.
Brainstorm
ideas
collaborate,
collaborate and
collaborate.
Build a
representation
of the solution
on
paper or
PowerPoints
Mock-ups.
Share your
ideas,
prototypes with
your users.
Circa. 2 weeks maximum period – A disruptive approach to design
Business model canvas - Alexander Osterwalder
88
Revenue estimates
Size of Market: 24,372 schools (including independent)
Problem
• Spend visibility in schools
for LA’s complex
• Reducing DFE budgets
(£1B)
• Greater scrutiny of
school spend by DfE
• Working in Excel
spreadsheets
• SIMS functionality not
great
• Schools islands of
information
• Not much money in
schools for IT
Solution
• Cloud for
Planning
• HANA
Analytics
for LA’s
and DFE
Unique value
proposition
• An affordable simple
solution for schools
to manage their
budgets and take
more informed
short, medium and
long fiscal decisions,
supported by
effective funding
advisory services
• Great, simple
technology
Unfair advantage
• First to market with technology
solution C4A and HANA is unique
and if priced for mass market will
create an unfair advantage
• Use of the Cloud and Web to
circumvent “Org A” barriers to
market entry in education
• Modern technology without SIMS
legacy to deal with
• Driven through Local Authorities
(low resource cost base)
• Support through Mindtree AMS
service offering – low cost entry
into Education AMS market
• Local Authority support
Customer
segments
• Local Authorities
with SAP
• Local Authorities
without SAP
• Academies direct
• Department for
Education (Mass
schools spend
analytics)
Key metrics
• Budget
• Actuals
• Forecast
• Spend
analytics
Cost structure
• Implementation of generic template: £
• Ongoing support arrangements c.10% per LA Authority
gross sales of Licenses
SAP C4A4P: License fee:
• £xxxx per school bursar (s) per annum
• £xxxx per Local Authority Admin officer per annum
A disruptive way to justify Action - less is more…
Devolution architecture – you will need it!
89
Don’t tackle digital transformation without a As-Is and To-Be Business services
architecture and don’t take 3 months to build one either!
Ideas for devolution – create a simple
roadmap
90
Multichannel access (Employees, Business partner)
SAP UI5 Portal
SAP ERP S/4HANA
Finance and Planning
“Single finance and
planning”
Customer, Service
and Sales
Management
SAP CRM C4C
“Single platform
for all citizen
engagement”
SAP HANA Real Time Database
“One single real time DB and ETL layer
Commoditised Storage
One single cheap storage container
SAP HANA
Application and
Analytics plus
integration layer and ETL
Procurement
SAP Ariba
“Single
market place
for P2P”
Human Resources
SAP Successfactors
“Single HR
platform”
Commerce
SAP Hybris
“Single
commerce
and
marketing
platform”
Hadoop cluster
Archiving
and IoT Acquisition Layer
SAP BI Suite
Analytics and Reporting
“Suite of tools for all BI
needs”
Cloud
SAP HANA Cloud Integration
“Integration platform for
Hybrid architecture
integration”
SAP Cloud integration tools to SAP legacy on premise systems
Building a roadmap to simplify multi-organisation
devolution needs will be a key consideration
Key take aways
The following is a list of key take aways when tackling devolution
 Devolution will be as hard or easy as you make it
 Change your mindset across your peer networks
 Collaborate, collaborate, collaborate across your devolution partners
 If you cannot describe your devolution problem on 1 page, it’s too big
 Consider the savings across multiple devolution partners when considering the
costs of rationalisation versus IT investment cost
 Fail fast, learn from your mistakes
 Encourage center of excellence to support devolution
 Don’t start your IT evolution without an Enterprise Architecture in place
 Must have a roadmap
 Leave your legacy behind, don’t build on it.
91
Case studies and insights
92
Case studies and insights
Case studies
 Surrey County Council improves efficiencies for remote workers with SAP Fiori –
Read
 Barnsley Council digitally transforms service operations with SAPUI5 applications -
Read
Insights
 What will Councils do with devolution? – Read
 How can local councils invest in the connected workforce? – Read
 Countering the citizen revolution: how Local Councils should put customers first –
Read
 Citizen revolution: How local councils can use predictive analytics to help citizens –
Read
93
Delivering digital devolution in local authorities   bluefin solutions - december 2015

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Delivering digital devolution in local authorities bluefin solutions - december 2015

  • 1. Wednesday 9 December, 2015 Manchester Central Library Delivering Digital Devolution in Local Authorities
  • 2. Contents 2 The Government of the Future Danny van Heck, SAP 1 Devolution and the digital mind-set Andrew Gunn, Bluefin Solutions 5Cardiff County Council case study Ross Maude, Cardiff County Council 2 Barnsley MBC case study Chantele Smith, Barnsley MBC 3 Surrey County Council case study Tahiana Jefferis, Surrey County Council 4
  • 3. Transforming Government to digital Danny Van Heck, GM EMEA Public Services, SAP 3
  • 4. The digital value network This interconnects all aspects of the value chain in real-time to drive organisational outcomes 4
  • 5. Digital technologies are everywhere  Digitisation of data and interactions increasing at an exponential pace  Mobile, Internet of Things and Hyper- connectivity enabling immediate access to every “thing”  In-Memory changing the speed of computing and delivering the vision of real time  Big Data and Machine learning technologies changing how data is being analyzed with predictive analytics  Cloud enabling digitisation with commodity storage, and on-demand computing at scale The world is changing quickly 5 Digital technologies are here to stay
  • 6. Something interesting and « digital disruption » everywhere 6
  • 7. 10 years later : what would surprise you the most? … 7
  • 8. Video – Buenos Aires 8 IoT Sensors with Data in Real-Time (HANA) City of 3 million terrible floods in 2013 100 people died 30,000 storm drains Data to make the right decisions Within one year a major problem resolved despite worst rain ever Link to video - https://www.youtube.com/watch?v=Q0Pm6kcvpV8
  • 9. Staying dry with help from SAP® solutions 9 Organization Gobierno de la Ciudad Autónoma de Buenos Aires (City of Buenos Aires – Ministry of Environment and Public Space) Location Buenos Aires, Argentina Industry Public sector Products and Services Public services for approximately 6 million citizens Employees Approximately 120,000 Web Site www.buenosaires.gob.ar Top objectives  Manage resources that maintain over 700,000 assets, including streets and lights, parks, bus stops, drains, buildings, and bridges  Quickly respond to service requests and improve trash collection  Predict and prevent flooding and resulting damage and losses Resolution  Enabled the collection, monitoring, and analysis of real-time sensor data from storm drains, weather reports, and back-end SAP® software systems using the SAP HANA® platform  Streamlined permit, supplier, and contractor management with the SAP Customer Relationship Management and SAP ERP applications  Enabled monitoring of contractor performance and maintenance-related tasks with SAP Mobile Platform  Enhanced and optimized IT infrastructure with SAP Mobile Platform and SAP Process Integration technology  Provided mobile apps to inspectors Key benefits Clean streets, clear drains, and greater safety and transparency for citizens “SAP software technology innovation contributes to more efficient management of the city, simplifies our operations, and greatly improves the quality of life for all the people living here.” Rodrigo Silvosa, General Director of Control Management for the Environment and Public Spaces Ministry, Gobierno de la Ciudad Autónoma de Buenos Aires 0 floods After three days of torrential rain 30,000 Storm drains kept clear 80% Response rate to infrastructure issues in 2014, compared to 1% in 2009 >280,000 Complaints resolved annually ~190,000 Claims for inspections investigated each year 30172 (15/04) This content is approved by the customer and may not be altered under any circumstances.
  • 10. Why digital for Government 10
  • 11. Government needs to adapt rapidly to a digital world 11 Increasingly challenging Government environment
  • 12. Why digital for Government? 12 41% of government organizations have experienced at least one instance of economic crime in the past 24 months Seventh PwC Global Economic Crime Survey 2014 / An Australian snapshot of economic crime in the public sector / February 2015, Fighting fraud in the public sector III Of all the development projects that are started, 5 to 15 percent will be abandoned before or shortly after delivery due to poor usability. This amounts to $150 billion lost [annually] (Momentum Design Lab April 2015) Complex user experiences Large organizations can spend between 40% and 80% of their time on non-value-added activities (BCG, Complexity Report) Complex business processes 73% percent of executives said the complexity of data is the largest IT challenge (Forrester, 2013 report) Complex technology
  • 13. SAP’s core digital framework 13
  • 14. SAP S/4HANA, a real-time platform, at the core of the digital platform 14 Workforce Engagement Big Data Internet of Things Business networks Social networks Constituents Devices SAP S/4HANA Application SAP Fiori SAP HANA
  • 15. Transform business processes 15 Finance Allow for visibility into the state of the enterprise at any time: • Enable real-time financial close for faster, more accurate, and more collaborative decision making and execution enterprise-wide HR Manage, develop, reward, and retain a global workforce: • Integrate end-to-end HR and financial processes for budget and head count Digital Core Workforce engagement Constituent experience Omnichannels Business networks Internet of Things and Big Data Sustainable Government Funding Meeting Citizen Needs Public Security Future Cities Prevent fraud and non-compliance with an end-to-end compliance solution: • Enterprise fraud management: any compliance type, end-to-end • Real-time analyze fraud patterns, • Setup detection rules and calibrate detection strategies • Execute mass and real-time detection and stop non-compliant business transactions • Manage alert workload Real-time Situational Awareness (RTSA) on top of your existing environment enables you to: • Distill lots of data on a visually intuitive mapping interface to uncover an actionable insight. • Monitor and evaluate the situations and improve real time decision making. • Scale your application leveraging the massive speed and scale of SAP HANA Extend the digital platform with citizen engagement intelligence: • Real-time 360-view of all citizen activities across all channels • Understand your citizens to improve public perception • Rapidly and easily segment large citizen populations Double through-put of freight at Hamburg Port • Real-time information exchange • Greater cargo handling speed and capacity • Interconnected infrastructure • Graphic representations of truck positions and infrastructure status Reimagine business processes for fundamentally higher performance
  • 16. Video – City of Boston 16 SAP HANA Research and Analytics Mobile Data City took days to analyse Comprehensive Property scenario Big Data to improve City Services 55% Crime rate down Now it takes seconds!! 600 overdue permits down to 3 Link to video - https://www.youtube.com/watch?v=0gepYGx0Yvg
  • 17. SAP HANA – Next generation platform 17
  • 18. SAP S/4HANA - Rethinking IT 18 Simple data model Modern User Experience Introduction without business disruption
  • 19. SAP S/4HANA, the next-generation platform AND business suite 19
  • 20. SAP S/4HANA, the next-generation platform AND business suite 20
  • 21. HANA: The next generation platform and business suite 21 SAP-S/4HANA-Applications and -Extensions Applications for Lines of Business and Industries SAP Fiori UX role-based user experience on all devices SAP-HANA-Platform In-Memory-Platform for all data Ariba Concur Fieldglass Hybris SuccessFactors Native Integration for Hybrid-Scenarios Internet of Things Business Networks Social Networks Users devices Big Data Cloud Edition On-Premise Edition
  • 22. Combining Transactions and Analytics on one common In-Memory-Platform 22 • Direct insight based on live data • Single source of truth • No ETL- and Batch-processing • Decisions and actions based on outdated data • Multiple copies of data • Effort and cost for ETL- and Batch-processing Transactions Analytics Replication Replication Transactions Analytics
  • 23. SAP S/4HANA: Finance example 23 COSPCOEPCOBKBKPF BSEG BSEG BSEG BSIS BSIS BSIK BSET LFC1 GLT0 GLT0 GLT0 SAP SIMPLE FINANCE 4 0 UpdatesInserts SAP-FINANCE WITH AGGREGATES AND INDICES 10 5 CORE DATA STRUCTURE REMAINS UNCHANGED
  • 26. Initiatives 26 Smart Cities Expo, Barcelona, 17 – 19 November 2015
  • 27. Video – Hamburg Port Authority 27 IoT Real-Time Sensors HANA 800 Trucks in Harbour each day 140 million tonnes of goods No space so how do you make things GO FASTER!!! Waiting time reduced substantially Link to video - https://www.youtube.com/watch?v=zKZDgsni0Y4
  • 28. HPA: Doubling cargo handling capacity with optimised logistics using SAP HANA® Cloud Platform 28 Organization Hamburg Port Authority (HPA) Anstalt öffentlichen Rechts Headquarters Hamburg, Germany Industry Travel and transportation Products and Services Port management and development Employees 1,808 (2013) Revenue €280.68 million (2013) Website www.hamburg-port -authority.de Objectives  Real-time information exchange  Greater cargo handling speed and capacity  Interconnected infrastructure to extend the port’s lifetime, offer new services, and transport goods more safely and effectively Why SAP SAP HANA® Cloud Platform to enable real-time processing of and role-based access to unstructured data Benefits  Built the smartPORT logistics platform using SAP HANA Cloud Platform to connect supply chains end to end  Worked with T-Systems to integrate telematics, upgrade mobile terminal devices, and build geofences for communication integration  Implemented a DAKOSY logistics solution  Connected the entire port supply chain, providing everyone with complete traffic information  Enabled graphic representations of truck positions and infrastructure status Future plans  Onboard more partners to the platform  Extend services and sales promotions for smartPORT to external partners  Enable container depots and chassis lessors to be emptied “The smartPORT logistics platform running on SAP HANA Cloud Platform has allowed us to double cargo handling capacity. The more partners that participate, the more effectively the port will run.” Sascha Westermann, Head of Intermodales, IT Traffic Management, Hamburg Port Authority (HPA) Anstalt öffentlichen Rechts 5–10 minutes Driving saved per truck and tour, equaling 5,000 hours per day over 40,000 trips 2x Increase in cargo handling in the Port of Hamburg Increased Throughput for freight forwarders Reduced Wait time for truck drivers 38060 (15/07) This content is approved by the customer and may not be altered under any circumstances.
  • 29. Building modern digital services Ross Maude, Chief Enterprise Architect, Cardiff County Council 29
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  • 38. “A Digital Service is one that has been entirely automated and which is controlled by the Customer of the Service”  There are huge benefits for customers being able to access services as and when they need them  Council’s efficiency savings can be achieved most easily with Digital Services  Not just about exposing services to the internet. Services need to be rebuilt to take advantage of automation Digital services 38
  • 39. Digitising services: DVLA car tax example 39 - No postage costs - No “lost disc” costs - Easier to track non- compliance Text goes here You used to have to take 3 forms to the post office Now it all happens online, in real-time. And you don’t need a tax disc anymore! - Had to take time off work - Manual form processing - Manual payment processing - Postage costs - Email reminder - Do it at home - Reduced processing and payment costs
  • 42. Housing repairs integration 42 Works order system Mobile app Contact centre: Identifies repair request Gives preferred appointment via DRS Total Mobile sends repair to operative at appropriate time Operative sends information about repair via Total Mobile to DRS and Works order System. DRS C4C Address base Repair finder
  • 45. 45 LOB1 LOB2 LOB3 LOB4 LOB5 Process orchestration HANA Cloud Platform C4C HANA Cloud Portal On-Premise PaaS SaaS UI5 UI5 UI5 UI5 UI5 UI5 UI5 UI5 UI5 UI5 Mashup LOB Platforms Call agent Citizen Operative
  • 46. 46 LOB1 LOB2 LOB3 LOB4 LOB5 Process orchestration HANA Cloud Platform C4C HANA Cloud Portal On-Premise PaaS SaaS UI5 UI5 UI5 UI5 UI5 UI5 UI5 UI5 UI5 UI5 Mashup LOB Platforms Call agent Citizen Operative
  • 47. Digital Devolution: How Barnsley MBC is stepping up to the challenge Chantele Smith, Developer and Project Manager, Barnsley MBC 47
  • 48. Agenda • Key challenges we face • Ways we are meeting these challenges • Demonstration of two systems  Barnsley Financial Services  Tradesperson Mobile Application • Benefits realisation 48
  • 49. BMBS’s key challenges 49 Rising customer expectations Demographic and social change Increasing financial pressures Customer Intelligence to inform and shape service delivery Building partnerships and working collaboratively with others Flexible and adaptable workforce
  • 50. How BMBC is meeting these challenges 50 Automation and rationalisation of processes Agile development to speed up benefits realisation New collaborative projects Putting technology at the front line
  • 51. • Digital finance portal  Public, education and private sector customers  Win new business • Aligned processes with service management tool  More resilient service  Customer retention • Automate manual processes  Create capacity  Lower transactional cost • Delivered in bite sized chunks to speed up ROU Example 1 – Barnsley Financial Services 51
  • 52. Real business benefits 52 Task Previous New Monthly Payroll Reports 100+ hours 10 minutes On-boarding per client 3 days 1 day Staffing List 1 day Seconds Validation 4 days 2 days Leavers Report 2 to 3 days per month spent on overpayments Expected reduction in Overpayments / Advance SIMS 3 hours per site visit Remote / real time / formatted upload New Payroll query KPIs Not measured 48hr resolution with more improvement expected Performance Management Reports Not measured Suite of reports
  • 53. Real end-customer benefits 53 Task Previous New Monthly Payroll Reports Pressure to meet deadline of 30th 3/4 days earlier / Guaranteed by 30th On-boarding per client Last minute – little time for checks / query resolution 3 days earlier Staffing List Quarterly by HR Real time Validation Last minute Released pressure / greater time for query resolution Leavers Report Not provided Advance notice / reminder – reduces overpayments New Payroll query KPIs Not measured Real time status of all queries
  • 54. • Tradesperson Mobile Application  Job and stock management  Timesheets  CP12 Gas Certificates • Improved E2E processes  Job management  Visibility of management of stock  CP12 production • More effective use of time  Automation of paper processes  Less store visits • Reduced cost  Consolidation onto a single, cheaper, mobile platform Examples 2 – Bernslai Homes 54
  • 55. Real business benefit 55 Task Previous New Job Management Information scattered over 5 screens Single screen Job Management Information on several screens Today’s jobs and overdue jobs on one screen Job Management Current, future and completed work mixed together Dynamic list of outstanding work Device response time Very slow, particularly when synchronising jobs Seconds Timesheets Paper based On device Stores Paper based On device and reduces delays in material costs hitting the system
  • 56. Real business benefits 56 Task Previous New Stores 1 FTE inputting paper stores issue notes FTE now delivers stock to operatives, reducing transport costs and unproductive operative time Manual input & paper process Punch errors resulting in costs being booked to wrong job and impacting stock take Zero errors Manual input & paper process Operative handles own stock management Van stock replenishment done by system Operative productivity No out of office access to e- mail iPads give operatives access to e-mail Operative productivity Carry paper copies of risk assessments, supplier catalogue’s and user manuals All online and automatically up to date
  • 57. Surrey County Council’s rapid delivery of HR self-service Tahiana Jefferis, Application Portfolio Manager ERP, Surrey County Council 57
  • 58. Agenda • Overview • Project overview • Business case • Highlights from your quality approach • Rapid time to value and TCI/TCO • Demonstration • Key challenges and success factors • Actual business benefits achieved • Questions 58
  • 59. Overview Who we are: Surrey County Council Location: Kingston upon Thames No. employees: 30, 400  Live with SAP since 2004  ECC 6.0, SRM, Enterprise Portal (ESS/MSS), BW, BOBj, BPC and GRC  8000 system users  Partnership with East Sussex County Council and others on the way called “orbis” 59
  • 60. Overview Who we are: Surrey County Council Location: Kingston upon Thames No. employees: 30, 400  Live with SAP since 2004  ECC 6.0, SRM, Enterprise Portal (ESS/MSS), BW, BOBJ, BPC and GRC  8000 system users  Partnership with East Sussex County Council and others on the way called “orbis” 60
  • 61. Project overview Project scope  SAP Fiori implementation Process coverage  My Travel and Expenses  Leave Request  Leave Approval  Expense Approval Rollout scope  50 user productive pilot then to 8,000 employees Implementation method  PRINCEII, Agile and ASAP 61
  • 62. Business case The following business goals were set to be measured  Time Saving: Remove the need for field based workers and managers to return to the office  Accurate Data Capture: Data entered into ERP is done at source removing any re- keying of information Disrupting our mindset with digital  For these employees we needed to disrupt our existing HR processes, which were heavily paper based and inefficient, as fast as we could to demonstrate tangible return on investment  Solutions needed to be simple for our user communities  Solutions needed to be standardized – our key philosophy with SAP 62
  • 63. Project details Project duration  8 weeks from commencement of project to go-live Go-live date(s)  16 March, 2015 No. of users  Up-to-date, 200 employees with a potential of 8,000 within the next 6 months Users planned  SAP Fiori self-service mobile applications available to all staff who have a Council mobile device Project effort  60 person days from Bluefin Solutions 63
  • 64. Highlights of out approach Areas where our project was particularly innovative and successful  Deployed a suite of project-quality templates which started with the Suppliers Statement of Work (SoW) with clearly defined deliverable templates to accelerate project start-up  A rapid build of NetWeaver Gateway server infrastructure and software for 4 tier landscape (Sandpit, DEV,QAS,PROD) leveraging standard template builds  A robust and accessible project governance was established  Securing experienced resources was key to accelerated project delivery whilst upskilling internal resources by the Supplier  The project was implemented as a collaborative joint team using Surrey County Council and Supplier teams to ensure sustainable knowledge transfer and rapid ‘team’ bonding. 64
  • 65. Highlights of out approach continues  Modifications and enhancements to standard SAP Fiori applications used the SAP UI5 extensibility framework to ensure that no enhancements would be lost on subsequent upgrades to the SAP UI5 applications  A 50 user productive pilot was deployed rapidly then first wave roll out to 200 users to gauge early user feedback  Feedback solicited through the use of social collaboration tools i.e Yammer  The Bluefin approach using Agile techniques into the robust PRINCEII and ASAP delivery methodology 65
  • 66. Rapid time-to-value and TCI/TCO  Achieved Rapid Time to Value delivery  Use of standadised SAP business processes (HCM) and 80/20 rule on enhancements delivered a brilliant software to services ratio  Through the use of Agile and collaboration in the early stages of the project meant that rapid progress was made and decisions were made in ‘real time’  A very comprehensive Project Initiation Document (PID) and detailed Microsoft project plan was produced to manage the delivery of the implementation on time and under budget.  The total cost of ownership (TCO) was not impacted because software used was already available through existing SAP Licensing arrangements. The architecture of deployment kept to commodity virtual services to allow for rapid scaling when required. 66
  • 67. Key challenges and success factors Key challenges faced  Aggressive timelines  Delivering a just released application  Working around other critical projects Key lessons learned  Selecting partners that are well motivated, skilled and willing to go the extra mile can make a huge difference in a project  Having a robust framework for quality assurance and control of all deliverables to be produced, articulated in the PID, further set-up the project for success.  A focused review of the SAP Fiori applications ‘out-of-box’ against our core ECC systems and our processes was crucial. 67
  • 68. Key challenges and success factors (cont.) Key contributors to the success of your project  Early end user testing of the solution to solicit feedback  Agile approach enabled early delivery of new processes  Team with the right blend of technical and business skills were critical to successfully delivering low time to value  Selecting partners whom have a deep technical understanding of SAP UI5 technology  Using teams knowledgeable with current ERP systems and processes with Surrey County Council 68
  • 69. Actual business benefits achieved Time saving  For 4,000 remote workers. Today an employee takes 60 minutes per month to complete paper forms processed by back office support staff. This was reduced to 10 minutes per month with the introduction of travel and expenses application, which equates to a saving of 462 days per month.  Managers save up to 30 minutes per month reviewing and transcribing information into spreadsheets sent to shared service centre offices. Accurate data capture  Data entered in the system is now completely accurate as each submission is validated on entry and all detailed data is stored in our SAP system, whereas the current situation data is summarised in SAP which is not ideal with manual re-keying from paper. 69
  • 70. The future Future business benefits planned  Simplification of procurement (SRM) with SAP Fiori application  Implementation of Inbox (Single approvals INBOX)  Further deployment and simplification of expenses applications to incorporate GIS end point mapping 70
  • 71. Devolution and the digital mindset – the need for changing behaviors Andrew Gunn, Director Public Sector, Bluefin Solutions 71
  • 72. Agenda • Devolution, a quick view • The need for changing behaviors • Why change your mindset • Some techniques for digital disruption • An architecture for devolution • Disruptive ideas • Questions & answers 72
  • 73. Devolution A little history about devolution • Historically, UK raises 75% tax revenue centrally and 25% public expenditure is by Local Government • June 2014, George Osborne made ‘Northern Powerhouse’ speech • Central UK Government to devolve powers and budgets to willing regions including tax raising powers • Greater Manchester first to strike deal with Treasury in November 2014. 73
  • 74. 74
  • 75. UK’s combined authorities A list of UK combined authorities • Greater Manchester Combined Authority – 2011 • Sheffield City Region Combined Authority – 2014 • North East Combined Authority – 2014 • Liverpool City Region Combined Authority – 2014 • West Yorkshire Combined Authority – 2014 • West Midlands Combined Authority – 2016 75
  • 76. Greater Manchester combined authority Population 2.8m, Health and Social budget £6bn  Trafford Metropolitan Borough Council  Bury Metropolitan Borough Council  Stockport Metropolitan Borough Council  Rochdale Metropolitan Borough Council  Manchester City Council  Oldham Metropolitan Borough Council  Salford City Council  Bolton Metropolitan Borough Council  Tameside Metropolitan Borough Council  Wigan Metropolitan Borough Council 76
  • 77. North East combined authority 7 Councils in the NE Combined Authority comprising of the following:  Durham County Council  Gateshead Metropolitan Borough Council  Newcastle City Council  North Tyneside Metropolitan Borough Council  Northumberland County Council  South Tyneside Metropolitan Borough Council  Sunderland City Council 77
  • 78. North East combined authority Councils in the NE making slow progress: • Have signed a proposed devolution agreement to drive economic growth and bring investment to the North East • Not until early 2016 will decide to formally approve the proposed devolution agreement 78
  • 79. Greater Manchester’s devolution New powers gained through devolution  Variable business rates setting powers  More control of transport  New planning powers  £300m for housing, resulting in 15,000 new homes being built over the next decade  More funding to get 50,000 people back into work  More budget to support local businesses Will also control long-term health and social care spending with budget of £6bn for 2016/17 79
  • 80. GMC Health and Social Care Greater Manchester Health and Social Care Partnership Board  Greater Manchester Combined Authority  The 10 local authorities  12 Clinical Commissioning Groups  15 NHS Providers  NHS England  Fire and rescue  Police and crime commissioner’s office 80
  • 81. Typical challenges to face with devolution GMC is a complex challenge, which requires disruptive techniques to make more rapid progress  38 organisations having to work together  Still questions surrounding governance, finance and risk sharing  Efficient communication between organisations of patient information  No common ID between NHS and local government  Citizens moving in/out of Manchester  Many legacy systems in place  Complex financial management  Managing the finances and risk  Politics, cultural change (we don’t do it that way)  Need for sharable information between NHS and Local Government to enable tracking patient and citizen interactions  National Information Board (NIB) focusing on integrating EHRs where NHS number will be common across NHS and social care  Currently staff need to log into multiple different systems 81
  • 82. Information sharing challenges Currently patient information is shared freely between NHS services • Health record information includes:  Treatments received  Allergy information  Medicines and reactions  Long-term conditions  Lifestyle information  Personal data  Hospital and consultation notes and records • Anonymous information can be collected to:  Determine how well a hospital is performing  Track the spread/risk of diseases  Clinical research to determine which treatments are most effective So, why not between Local Government and Health? Is it systems interoperability or politics, or both? Data is a key priority to consider. 82
  • 83. The citizen identity, a fundamental challenge There is currently no systematic Identity linking of citizens across NHS and Local Authorities • Social care organisations will have to adopt NHS number • Interesting point  India is currently undertaking a technical mission  Creating a database of personal biometrics for nearly a billion citizens  Every citizen will have a unique ID number linked to 10 finger prints, 2 iris scans and a photograph  Will be used for health and social care in India as well as bank accounts, benefits, police, taxation etc. 83
  • 84. A change in mindset is required To tackle the devolution agenda there will be a need to change your mindset to service provision  Building on the years of complex systems delivery is not a recommended approach in your existing organisational silos  Being the IT demi-god is also no longer the right approach either Approaches advocated  Build collaboratively with your partners around what you have, retire your legacy systems when you can and consolidate towards single platform of services which are loosely coupled  Share and build new IT services collaboratively across devolved government members e.g. Council x becomes the mobile services provider for the North West, Council y is the Financial services provider for the North West Results obtained  A platform of services delivered, made available to all members of devolved government to consume; that’s the result to be sought  Also think about monetising opportunities for the services: the what, why, how and when 84
  • 85. Why change your mindset? Embrace digital transformation and use this as key enabler for change to tackle your devolution agenda  There is no more money in the pot to build your own leading edge infrastructure on your own  Most councils do the same things and execute the same process, consolidation is the only viable option  Strength in numbers to protect front line service provision  Significant opportunities for Councils to release their internal IT service provision and save costs, whilst gaining innovation at lower entry cost  Significant opportunities creating Centre of Excellence for specific services provisioning  Collaboration is the new demon of Procurement teams, many organisations will be involved  New ways of thinking about customers and adoption of technology are required 85
  • 86. The 7 priorities for digital transformation 86 Put your customer at the heart of everything you do in terms of tackling devolution
  • 87. Design thinking – forget about waterfall 87 Empathise with your citizens Define the citizen needs Generate Ideas with your citizens Prototype with your citizens Test with your citizens Get under the skin of your audience. Understand their problems and real pain points. Capture and document what the users needs are and their insight. Brainstorm ideas collaborate, collaborate and collaborate. Build a representation of the solution on paper or PowerPoints Mock-ups. Share your ideas, prototypes with your users. Circa. 2 weeks maximum period – A disruptive approach to design
  • 88. Business model canvas - Alexander Osterwalder 88 Revenue estimates Size of Market: 24,372 schools (including independent) Problem • Spend visibility in schools for LA’s complex • Reducing DFE budgets (£1B) • Greater scrutiny of school spend by DfE • Working in Excel spreadsheets • SIMS functionality not great • Schools islands of information • Not much money in schools for IT Solution • Cloud for Planning • HANA Analytics for LA’s and DFE Unique value proposition • An affordable simple solution for schools to manage their budgets and take more informed short, medium and long fiscal decisions, supported by effective funding advisory services • Great, simple technology Unfair advantage • First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage • Use of the Cloud and Web to circumvent “Org A” barriers to market entry in education • Modern technology without SIMS legacy to deal with • Driven through Local Authorities (low resource cost base) • Support through Mindtree AMS service offering – low cost entry into Education AMS market • Local Authority support Customer segments • Local Authorities with SAP • Local Authorities without SAP • Academies direct • Department for Education (Mass schools spend analytics) Key metrics • Budget • Actuals • Forecast • Spend analytics Cost structure • Implementation of generic template: £ • Ongoing support arrangements c.10% per LA Authority gross sales of Licenses SAP C4A4P: License fee: • £xxxx per school bursar (s) per annum • £xxxx per Local Authority Admin officer per annum A disruptive way to justify Action - less is more…
  • 89. Devolution architecture – you will need it! 89 Don’t tackle digital transformation without a As-Is and To-Be Business services architecture and don’t take 3 months to build one either!
  • 90. Ideas for devolution – create a simple roadmap 90 Multichannel access (Employees, Business partner) SAP UI5 Portal SAP ERP S/4HANA Finance and Planning “Single finance and planning” Customer, Service and Sales Management SAP CRM C4C “Single platform for all citizen engagement” SAP HANA Real Time Database “One single real time DB and ETL layer Commoditised Storage One single cheap storage container SAP HANA Application and Analytics plus integration layer and ETL Procurement SAP Ariba “Single market place for P2P” Human Resources SAP Successfactors “Single HR platform” Commerce SAP Hybris “Single commerce and marketing platform” Hadoop cluster Archiving and IoT Acquisition Layer SAP BI Suite Analytics and Reporting “Suite of tools for all BI needs” Cloud SAP HANA Cloud Integration “Integration platform for Hybrid architecture integration” SAP Cloud integration tools to SAP legacy on premise systems Building a roadmap to simplify multi-organisation devolution needs will be a key consideration
  • 91. Key take aways The following is a list of key take aways when tackling devolution  Devolution will be as hard or easy as you make it  Change your mindset across your peer networks  Collaborate, collaborate, collaborate across your devolution partners  If you cannot describe your devolution problem on 1 page, it’s too big  Consider the savings across multiple devolution partners when considering the costs of rationalisation versus IT investment cost  Fail fast, learn from your mistakes  Encourage center of excellence to support devolution  Don’t start your IT evolution without an Enterprise Architecture in place  Must have a roadmap  Leave your legacy behind, don’t build on it. 91
  • 92. Case studies and insights 92
  • 93. Case studies and insights Case studies  Surrey County Council improves efficiencies for remote workers with SAP Fiori – Read  Barnsley Council digitally transforms service operations with SAPUI5 applications - Read Insights  What will Councils do with devolution? – Read  How can local councils invest in the connected workforce? – Read  Countering the citizen revolution: how Local Councils should put customers first – Read  Citizen revolution: How local councils can use predictive analytics to help citizens – Read 93