This was presented at a Bluefin event for Local Authority Department Heads wanting to find out how to shape their digital strategies to capitalise on devolution. It includes guest presentations from Cardiff County Council, Barnsley Metropolitan Borough Council, Surrey County Council, and SAP.
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
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
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.
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
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
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
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
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
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
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
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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.
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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
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