The document summarizes Hugh McEllis, the CIO of Strathbarns Council's challenges in consolidating and reducing the council's software solutions. Strathbarns Council faces budget cuts and Hugh inherited a fragmented IT environment with duplicated enterprise solutions and many line of business applications selected by different business units. The document outlines the current "As Is" state with issues like legacy platforms, low integration, and duplication. It then describes Hugh's vision for the future "To Be" state with a reduced set of core applications, cost savings, and optimized cloud offerings. The rest of the document discusses assessing options to meet objectives like supporting strategic initiatives and reducing maintenance costs through consolidation.

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Government ICT Conference
Getting More from Less: Reducing and
Consolidating Software Solutions within Public
Services
Bill Gemmell,
Head of Consulting Services
Lockheed Martin

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Setting the Scene

3. Strathbarns Council
• Medium sized local
authority
• Covers population in
order of 250,000
residents
• Aged and underprivileged
demographic
• Major budgetary cuts
forecast for next five
years
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4. Hugh McEllis, CIO
• 25 years Commercial
Experience
• Challenged to support
organisational change
arising from austerity
challenges
• Inherited IT and data
services in latter
stages of major
outsourced contract
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5. The Digital Diaspora
• Core set of
“Enterprise” solutions
and initiatives
• Large number of “line
of business”
applications selected
and “owned” by
business units
• Service and support
unstructured and
reactive
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6. Hugh’s Challenges
• Sort out the mess
• Re-align IT services as
an enabler
• Use IT services to
support change
initiatives
• Identify “new-model”
for future IT services
• Support budgetary
cuts – save money!
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Strathbarns Council
The As Is State
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8. Enterprise Solutions
• Enterprise in name not
in nature
• Legacy platforms – old
technology
• Low levels of
integration – visible,
failed attempts
• Duplication of data –
integrity challenges
• Staff making do, not
making progress
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9. Line of Business Solutions
• Replication of
functionality across
business units for
example:
– Three PM solutions
– Four Relationship
Management Solutions
– Five Work Order
Management Solutions
– Seven Asset
Management Solutions
– And More….
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10. Processes and Workflows
• Multiple citizen points
of contact supported
by different solutions
• Paper and manual
hand off of information
• Incomplete record
management
• Processes and
workflows created with
localised focus
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11. Organisational Challenges
• Handoffs leading to
inefficiency and error
• Information ownership
challenges across
teams and with IT
services
• Low user commitment
to solutions and
services
• Poor neighbour
syndrome
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Strathbarns Council
The To Be State
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13. The Future of IT Services
• Services to support
channel shift
• Services to support
self managed
workgroups
• Services to empower
business unit
managers
• Services to support
“golden record”
initiatives and
information portal
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14. The Future of IT Services
• Reduced set of core
applications
supporting core
services
• Cost savings through
strategic solution
investment and
development
• Optimised use of
xAAS offerings
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Meeting the Objectives
The Assessment
Process
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16. Meet Strategic Objectives
• Support strategic initiatives including Channel Shift,
Empowered Managers and Information Portal
• Support collaboration and shared service delivery
with central government, other local authorities and
other partners
• Meet legislative requirements and the operational
interoperability and security standards expected for
the public sector
• Reduce IT maintenance and support requirements
required for Council applications
• Consolidate applications so that a minimum
required set are performing similar functions across
different departments
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17. Establish the Business Case
• Strategic case – what are the Council’s needs and
how can a change in application approach support this
• Economic case – what are the options to achieve the
desired strategic outcome and what are the value for
money arguments
• Financial case – can the proposed change be afforded
• Commercial case – how does the proposal fit within
the Council’s contractual context and can suppliers
deliver it
• Management case – is it deliverable within required
timeframes, what are the risks to the Council in doing
so and do the Council and suppliers have the
necessary skills to deliver it
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18. Strategic Case
• Supports increasing levels of mobile working from a wide
variety of locations and devices both “in the field” and from
home locations
• The strategy provides reliable and extensive business
continuity capabilities
• The strategy supports the empowered manager agenda by
providing easy to understand and timely management
information with capabilities to easily develop new reports as
needs change
• Promotes online channel shift for Citizens
• Contributes in economic terms as interfaces are minimised,
support contracts are aggregated, etc., and contributes to
data governance by standardising data moving towards a
“golden record” for staff and Citizens
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19. Economic Case
• Demonstrates a strong Return on Investment
(RoI)
• Identifies clear benefits to the Council
• Identifies level of risk that the Council is
exposed to
• Requires fewest staff and shortest time to
complete
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20. Commercial Case
• Can a supplier deliver this option?
• Can the supplier offer a cost effective deal to
deliver and run the solution?
• Can the providers offer a host of
implementation options such as in-house,
hosted or managed service?
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21. Financial Case
• Is the strategic option able to provide RoI within
an anticipated 5 year period?
• Does the solution require significant upfront
costs?
• If the solution is extended beyond 5 years, will
significant RoI still be achieved?
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22. Management Case
• Is the Council able to provide sufficient support
to the supplier to ensure delivery?
• Are the Council’s training requirements
achievable?
• Does the Council have the capability to ensure
the benefits of the project are realised?
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23. RAG Reports
• Measurement Metrics
Set
• GAP quantified
• RAG reports created
• Recommendations
made
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Meeting the Objectives
The Way Forward
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25. Strategic Enterprise
Opportunities
Consolidation of Enterprise Applications list into five logical
groupings:
• Unified Communications encompassing email,
calendaring, contacts management, mobile access and
integration, smart phone access, desktop video
conferencing and instant messaging
• Customer Contact encompassing the handling of
Customer Relationship Management (CRM) data,
handling customer contacts by telephone and the
acceptance of work requests generated as electronic
forms via the Council’s external web site
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26. Strategic Enterprise
Opportunities
• Electronic Document and Records Management in
the wider context of collaboration, workflow, content
management and contextual information repositories
related to work groups and/or specific technical interests
• Financial Accounting, Human Resources and Payroll
considered as complementary because of the high level
of integration required between HR and Payroll
processing and similarly between Finance and Payroll
• Geographical Information Systems (GIS) considered
in the context of an enterprise-wide GIS repository
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27. Business Challenges
• Service and Output Based IT Delivery – adoption of a
service orientated delivery model
• Cohesive Business Driven IT Strategies and Services -the
definition of IT strategy and the delivery of IT services in
support of the development of an “Intelligent Customer”
function
• Adoption of New Ways of Working - a full review of
business processes, subsequent re-training and up skilling of
Council staff and more rigorous compliance management
structures including attitudinal changes
• Customer Centric IT Transformation - the introduction of
channel shift to ensure that Citizens are both equipped and
able to embrace new channels of communication.
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Questions?
Bill Gemmell,
Head of Consulting Services
Lockheed Martin
bill.gemmell@civil.lmco.com
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