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-setAndrew 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 ldquothingrdquo

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 laquo digital disruption raquo everywhere

6

10 years later what would surprise you the most hellip

7

Video ndash Buenos Aires

8

IoT Sensors with Data in Real-Time

(HANA)

City of 3 million terrible floods in

2013100 people died

30000 storm drainsData to make the

right decisions

Within one year a major problem

resolved despite worst rain ever

Link to video - httpswwwyoutubecomwatchv=Q0Pm6kcvpV8

Contents

2

The Government of the Future Danny van Heck SAP

1

Devolution and the digital mind-setAndrew 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 ldquothingrdquo

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 laquo digital disruption raquo everywhere

6

10 years later what would surprise you the most hellip

7

Video ndash Buenos Aires

8

IoT Sensors with Data in Real-Time

(HANA)

City of 3 million terrible floods in

2013100 people died

30000 storm drainsData to make the

right decisions

Within one year a major problem

resolved despite worst rain ever

Link to video - httpswwwyoutubecomwatchv=Q0Pm6kcvpV8

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 ldquothingrdquo

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 laquo digital disruption raquo everywhere

6

10 years later what would surprise you the most hellip

7

Video ndash Buenos Aires

8

IoT Sensors with Data in Real-Time

(HANA)

City of 3 million terrible floods in

2013100 people died

30000 storm drainsData to make the

right decisions

Within one year a major problem

resolved despite worst rain ever

Link to video - httpswwwyoutubecomwatchv=Q0Pm6kcvpV8

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 ldquothingrdquo

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 laquo digital disruption raquo everywhere

6

10 years later what would surprise you the most hellip

7

Video ndash Buenos Aires

8

IoT Sensors with Data in Real-Time

(HANA)

City of 3 million terrible floods in

2013100 people died

30000 storm drainsData to make the

right decisions

Within one year a major problem

resolved despite worst rain ever

Link to video - httpswwwyoutubecomwatchv=Q0Pm6kcvpV8

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 ldquothingrdquo

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 laquo digital disruption raquo everywhere

6

10 years later what would surprise you the most hellip

7

Video ndash Buenos Aires

8

IoT Sensors with Data in Real-Time

(HANA)

City of 3 million terrible floods in

2013100 people died

30000 storm drainsData to make the

right decisions

Within one year a major problem

resolved despite worst rain ever

Link to video - httpswwwyoutubecomwatchv=Q0Pm6kcvpV8

Something interesting and laquo digital disruption raquo everywhere

6

10 years later what would surprise you the most hellip

7

Video ndash Buenos Aires

8

IoT Sensors with Data in Real-Time

(HANA)

City of 3 million terrible floods in

2013100 people died

30000 storm drainsData to make the

right decisions

Within one year a major problem

resolved despite worst rain ever

Link to video - httpswwwyoutubecomwatchv=Q0Pm6kcvpV8

10 years later what would surprise you the most hellip

7

Video ndash Buenos Aires

8

IoT Sensors with Data in Real-Time

(HANA)

City of 3 million terrible floods in

2013100 people died

30000 storm drainsData to make the

right decisions

Within one year a major problem

resolved despite worst rain ever

Link to video - httpswwwyoutubecomwatchv=Q0Pm6kcvpV8

Video ndash Buenos Aires

8

IoT Sensors with Data in Real-Time

(HANA)

City of 3 million terrible floods in

2013100 people died

30000 storm drainsData to make the

right decisions

Within one year a major problem

resolved despite worst rain ever

Link to video - httpswwwyoutubecomwatchv=Q0Pm6kcvpV8

Staying dry with help from SAPreg solutions

9

OrganizationGobierno de la CiudadAutoacutenoma de Buenos Aires(City of Buenos Aires ndashMinistry of Environment andPublic Space)

LocationBuenos Aires Argentina

IndustryPublic sector

Products and ServicesPublic services forapproximately 6 million citizens

EmployeesApproximately 120000

Web Sitewwwbuenosairesgobar

Top objectives

Manage resources that maintain over 700000 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 SAPreg software systems using the SAP HANAreg 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

ldquoSAP 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 hererdquo

Rodrigo Silvosa General Director of Control Management for the Environment and Public Spaces Ministry Gobierno de la Ciudad Autoacutenoma de Buenos Aires

0 floodsAfter three days of torrential rain

30000Storm drains kept clear

80Response rate to infrastructureissues in 2014 compared to 1 in 2009

gt280000Complaints resolved annually

~190000Claims for inspections investigated each year

30172 (1504) 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

SAPrsquos core digital framework

13

SAP S4HANA 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 S4HANA

Application SAP Fiori SAP HANA

Transform business processes

15

Finance

Allow for visibility into the state of the enterprise at any timebull 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 workforcebull Integrate end-to-end HR and financial processes for

budget and head count

Digital CoreWorkforceengagement

Constituent experience Omnichannels

Business networks

Internet of Thingsand Big Data

Sustainable Government Funding Meeting Citizen Needs Public Security Future Cities

Prevent fraud and non-compliance with an end-to-end compliance solutionbull Enterprise fraud management any

compliance type end-to-endbull Real-time analyze fraud patternsbull Setup detection rules and calibrate

detection strategiesbull Execute mass and real-time detection and

stop non-compliant business transactionsbull Manage alert workload

Real-time Situational Awareness (RTSA) on top of your existing environment enables you tobull Distill lots of data on a visually intuitive

mapping interface to uncover an actionable insight

bull Monitor and evaluate the situations and improve real time decision making

bull Scale your application leveraging the massive speed and scale of SAP HANA

Extend the digital platform with citizen engagement intelligence bull Real-time 360-view of all citizen activities

across all channels bull Understand your citizens to improve

public perceptionbull Rapidly and easily segment large citizen

populations

Double through-put of freight at Hamburg Portbull Real-time information exchange bull Greater cargo handling speed and

capacitybull Interconnected infrastructure bull Graphic representations of truck positions

and infrastructure status

Reimagine business processes for fundamentally higher performance

Video ndash City of Boston

16

SAP HANAResearch and

AnalyticsMobile 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 - httpswwwyoutubecomwatchv=0gepYGx0Yvg

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

SAPrsquos core digital framework

13

SAP S4HANA 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 S4HANA

Application SAP Fiori SAP HANA

Transform business processes

15

Finance

Allow for visibility into the state of the enterprise at any timebull 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 workforcebull Integrate end-to-end HR and financial processes for

budget and head count

Digital CoreWorkforceengagement

Constituent experience Omnichannels

Business networks

Internet of Thingsand Big Data

Sustainable Government Funding Meeting Citizen Needs Public Security Future Cities

Prevent fraud and non-compliance with an end-to-end compliance solutionbull Enterprise fraud management any

compliance type end-to-endbull Real-time analyze fraud patternsbull Setup detection rules and calibrate

detection strategiesbull Execute mass and real-time detection and

stop non-compliant business transactionsbull Manage alert workload

Real-time Situational Awareness (RTSA) on top of your existing environment enables you tobull Distill lots of data on a visually intuitive

mapping interface to uncover an actionable insight

bull Monitor and evaluate the situations and improve real time decision making

bull Scale your application leveraging the massive speed and scale of SAP HANA

Extend the digital platform with citizen engagement intelligence bull Real-time 360-view of all citizen activities

across all channels bull Understand your citizens to improve

public perceptionbull Rapidly and easily segment large citizen

populations

Double through-put of freight at Hamburg Portbull Real-time information exchange bull Greater cargo handling speed and

capacitybull Interconnected infrastructure bull Graphic representations of truck positions

and infrastructure status

Reimagine business processes for fundamentally higher performance

Video ndash City of Boston

16

SAP HANAResearch and

AnalyticsMobile 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 - httpswwwyoutubecomwatchv=0gepYGx0Yvg

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

SAPrsquos core digital framework

13

SAP S4HANA 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 S4HANA

Application SAP Fiori SAP HANA

Transform business processes

15

Finance

Allow for visibility into the state of the enterprise at any timebull 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 workforcebull Integrate end-to-end HR and financial processes for

budget and head count

Digital CoreWorkforceengagement

Constituent experience Omnichannels

Business networks

Internet of Thingsand Big Data

Sustainable Government Funding Meeting Citizen Needs Public Security Future Cities

Prevent fraud and non-compliance with an end-to-end compliance solutionbull Enterprise fraud management any

compliance type end-to-endbull Real-time analyze fraud patternsbull Setup detection rules and calibrate

detection strategiesbull Execute mass and real-time detection and

stop non-compliant business transactionsbull Manage alert workload

Real-time Situational Awareness (RTSA) on top of your existing environment enables you tobull Distill lots of data on a visually intuitive

mapping interface to uncover an actionable insight

bull Monitor and evaluate the situations and improve real time decision making

bull Scale your application leveraging the massive speed and scale of SAP HANA

Extend the digital platform with citizen engagement intelligence bull Real-time 360-view of all citizen activities

across all channels bull Understand your citizens to improve

public perceptionbull Rapidly and easily segment large citizen

populations

Double through-put of freight at Hamburg Portbull Real-time information exchange bull Greater cargo handling speed and

capacitybull Interconnected infrastructure bull Graphic representations of truck positions

and infrastructure status

Reimagine business processes for fundamentally higher performance

Video ndash City of Boston

16

SAP HANAResearch and

AnalyticsMobile 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 - httpswwwyoutubecomwatchv=0gepYGx0Yvg

SAPrsquos core digital framework

13

SAP S4HANA 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 S4HANA

Application SAP Fiori SAP HANA

Transform business processes

15

Finance

Allow for visibility into the state of the enterprise at any timebull 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 workforcebull Integrate end-to-end HR and financial processes for

budget and head count

Digital CoreWorkforceengagement

Constituent experience Omnichannels

Business networks

Internet of Thingsand Big Data

Sustainable Government Funding Meeting Citizen Needs Public Security Future Cities

Prevent fraud and non-compliance with an end-to-end compliance solutionbull Enterprise fraud management any

compliance type end-to-endbull Real-time analyze fraud patternsbull Setup detection rules and calibrate

detection strategiesbull Execute mass and real-time detection and

stop non-compliant business transactionsbull Manage alert workload

Real-time Situational Awareness (RTSA) on top of your existing environment enables you tobull Distill lots of data on a visually intuitive

mapping interface to uncover an actionable insight

bull Monitor and evaluate the situations and improve real time decision making

bull Scale your application leveraging the massive speed and scale of SAP HANA

Extend the digital platform with citizen engagement intelligence bull Real-time 360-view of all citizen activities

across all channels bull Understand your citizens to improve

public perceptionbull Rapidly and easily segment large citizen

populations

Double through-put of freight at Hamburg Portbull Real-time information exchange bull Greater cargo handling speed and

capacitybull Interconnected infrastructure bull Graphic representations of truck positions

and infrastructure status

Reimagine business processes for fundamentally higher performance

Video ndash City of Boston

16

SAP HANAResearch and

AnalyticsMobile 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 - httpswwwyoutubecomwatchv=0gepYGx0Yvg

SAP S4HANA 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 S4HANA

Application SAP Fiori SAP HANA

Transform business processes

15

Finance

Allow for visibility into the state of the enterprise at any timebull 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 workforcebull Integrate end-to-end HR and financial processes for

budget and head count

Digital CoreWorkforceengagement

Constituent experience Omnichannels

Business networks

Internet of Thingsand Big Data

Sustainable Government Funding Meeting Citizen Needs Public Security Future Cities

Prevent fraud and non-compliance with an end-to-end compliance solutionbull Enterprise fraud management any

compliance type end-to-endbull Real-time analyze fraud patternsbull Setup detection rules and calibrate

detection strategiesbull Execute mass and real-time detection and

stop non-compliant business transactionsbull Manage alert workload

Real-time Situational Awareness (RTSA) on top of your existing environment enables you tobull Distill lots of data on a visually intuitive

mapping interface to uncover an actionable insight

bull Monitor and evaluate the situations and improve real time decision making

bull Scale your application leveraging the massive speed and scale of SAP HANA

Extend the digital platform with citizen engagement intelligence bull Real-time 360-view of all citizen activities

across all channels bull Understand your citizens to improve

public perceptionbull Rapidly and easily segment large citizen

populations

Double through-put of freight at Hamburg Portbull Real-time information exchange bull Greater cargo handling speed and

capacitybull Interconnected infrastructure bull Graphic representations of truck positions

and infrastructure status

Reimagine business processes for fundamentally higher performance

Video ndash City of Boston

16

SAP HANAResearch and

AnalyticsMobile 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 - httpswwwyoutubecomwatchv=0gepYGx0Yvg

Transform business processes

15

Finance

Allow for visibility into the state of the enterprise at any timebull 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 workforcebull Integrate end-to-end HR and financial processes for

budget and head count

Digital CoreWorkforceengagement

Constituent experience Omnichannels

Business networks

Internet of Thingsand Big Data

Sustainable Government Funding Meeting Citizen Needs Public Security Future Cities

Prevent fraud and non-compliance with an end-to-end compliance solutionbull Enterprise fraud management any

compliance type end-to-endbull Real-time analyze fraud patternsbull Setup detection rules and calibrate

detection strategiesbull Execute mass and real-time detection and

stop non-compliant business transactionsbull Manage alert workload

Real-time Situational Awareness (RTSA) on top of your existing environment enables you tobull Distill lots of data on a visually intuitive

mapping interface to uncover an actionable insight

bull Monitor and evaluate the situations and improve real time decision making

bull Scale your application leveraging the massive speed and scale of SAP HANA

Extend the digital platform with citizen engagement intelligence bull Real-time 360-view of all citizen activities

across all channels bull Understand your citizens to improve

public perceptionbull Rapidly and easily segment large citizen

populations

Double through-put of freight at Hamburg Portbull Real-time information exchange bull Greater cargo handling speed and

capacitybull Interconnected infrastructure bull Graphic representations of truck positions

and infrastructure status

Reimagine business processes for fundamentally higher performance

Video ndash City of Boston

16

SAP HANAResearch and

AnalyticsMobile 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 - httpswwwyoutubecomwatchv=0gepYGx0Yvg

Video ndash City of Boston

16

SAP HANAResearch and

AnalyticsMobile 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 - httpswwwyoutubecomwatchv=0gepYGx0Yvg

SAP HANA ndash Next generation platform

17

SAP S4HANA - Rethinking IT

18

Simple data model ModernUser Experience

Introduction without business disruption

SAP S4HANA the next-generation platform AND business suite

19

SAP S4HANA the next-generation platform AND business suite

20

HANA The next generation platform and business suite

21

SAP-S4HANA-Applications and -ExtensionsApplications for Lines of Business and Industries

SAP Fiori UXrole-based user experience on all devices

SAP-HANA-PlatformIn-Memory-Platform for all data

Ariba Concur Fieldglass Hybris SuccessFactors

Native Integration for Hybrid-Scenarios

Internet of Things

BusinessNetworks

Social Networks

Users

devices

Big Data

Cloud Edition

On-PremiseEdition

Combining Transactions and Analytics on one common In-Memory-Platform

22

bull Direct insight based on live data

bull Single source of truth

bull No ETL- and Batch-processing

bull Decisions and actions based on outdated data

bull Multiple copies of data

bull Effort and cost for ETL- and Batch-processing

Transactions Analytics

Replication Replication

Transactions Analytics

SAP S4HANA 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 ndash 19 November 2015

Video ndash Hamburg Port Authority

27

IoT Real-Time SensorsHANA

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 - httpswwwyoutubecomwatchv=zKZDgsni0Y4

SAP S4HANA - Rethinking IT

18

Simple data model ModernUser Experience

Introduction without business disruption

SAP S4HANA the next-generation platform AND business suite

19

SAP S4HANA the next-generation platform AND business suite

20

HANA The next generation platform and business suite

21

SAP-S4HANA-Applications and -ExtensionsApplications for Lines of Business and Industries

SAP Fiori UXrole-based user experience on all devices

SAP-HANA-PlatformIn-Memory-Platform for all data

Ariba Concur Fieldglass Hybris SuccessFactors

Native Integration for Hybrid-Scenarios

Internet of Things

BusinessNetworks

Social Networks

Users

devices

Big Data

Cloud Edition

On-PremiseEdition

Combining Transactions and Analytics on one common In-Memory-Platform

22

bull Direct insight based on live data

bull Single source of truth

bull No ETL- and Batch-processing

bull Decisions and actions based on outdated data

bull Multiple copies of data

bull Effort and cost for ETL- and Batch-processing

Transactions Analytics

Replication Replication

Transactions Analytics

SAP S4HANA 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 ndash 19 November 2015

Video ndash Hamburg Port Authority

27

IoT Real-Time SensorsHANA

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 - httpswwwyoutubecomwatchv=zKZDgsni0Y4

SAP S4HANA the next-generation platform AND business suite

19

SAP S4HANA the next-generation platform AND business suite

20

HANA The next generation platform and business suite

21

SAP-S4HANA-Applications and -ExtensionsApplications for Lines of Business and Industries

SAP Fiori UXrole-based user experience on all devices

SAP-HANA-PlatformIn-Memory-Platform for all data

Ariba Concur Fieldglass Hybris SuccessFactors

Native Integration for Hybrid-Scenarios

Internet of Things

BusinessNetworks

Social Networks

Users

devices

Big Data

Cloud Edition

On-PremiseEdition

Combining Transactions and Analytics on one common In-Memory-Platform

22

bull Direct insight based on live data

bull Single source of truth

bull No ETL- and Batch-processing

bull Decisions and actions based on outdated data

bull Multiple copies of data

bull Effort and cost for ETL- and Batch-processing

Transactions Analytics

Replication Replication

Transactions Analytics

SAP S4HANA 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 ndash 19 November 2015

Video ndash Hamburg Port Authority

27

IoT Real-Time SensorsHANA

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 - httpswwwyoutubecomwatchv=zKZDgsni0Y4

SAP S4HANA the next-generation platform AND business suite

20

HANA The next generation platform and business suite

21

SAP-S4HANA-Applications and -ExtensionsApplications for Lines of Business and Industries

SAP Fiori UXrole-based user experience on all devices

SAP-HANA-PlatformIn-Memory-Platform for all data

Ariba Concur Fieldglass Hybris SuccessFactors

Native Integration for Hybrid-Scenarios

Internet of Things

BusinessNetworks

Social Networks

Users

devices

Big Data

Cloud Edition

On-PremiseEdition

Combining Transactions and Analytics on one common In-Memory-Platform

22

bull Direct insight based on live data

bull Single source of truth

bull No ETL- and Batch-processing

bull Decisions and actions based on outdated data

bull Multiple copies of data

bull Effort and cost for ETL- and Batch-processing

Transactions Analytics

Replication Replication

Transactions Analytics

SAP S4HANA 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 ndash 19 November 2015

Video ndash Hamburg Port Authority

27

IoT Real-Time SensorsHANA

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 - httpswwwyoutubecomwatchv=zKZDgsni0Y4

HANA The next generation platform and business suite

21

SAP-S4HANA-Applications and -ExtensionsApplications for Lines of Business and Industries

SAP Fiori UXrole-based user experience on all devices

SAP-HANA-PlatformIn-Memory-Platform for all data

Ariba Concur Fieldglass Hybris SuccessFactors

Native Integration for Hybrid-Scenarios

Internet of Things

BusinessNetworks

Social Networks

Users

devices

Big Data

Cloud Edition

On-PremiseEdition

Combining Transactions and Analytics on one common In-Memory-Platform

22

bull Direct insight based on live data

bull Single source of truth

bull No ETL- and Batch-processing

bull Decisions and actions based on outdated data

bull Multiple copies of data

bull Effort and cost for ETL- and Batch-processing

Transactions Analytics

Replication Replication

Transactions Analytics

SAP S4HANA 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 ndash 19 November 2015

Video ndash Hamburg Port Authority

27

IoT Real-Time SensorsHANA

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 - httpswwwyoutubecomwatchv=zKZDgsni0Y4

Combining Transactions and Analytics on one common In-Memory-Platform

22

bull Direct insight based on live data

bull Single source of truth

bull No ETL- and Batch-processing

bull Decisions and actions based on outdated data

bull Multiple copies of data

bull Effort and cost for ETL- and Batch-processing

Transactions Analytics

Replication Replication

Transactions Analytics

SAP S4HANA 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 ndash 19 November 2015

Video ndash Hamburg Port Authority

27

IoT Real-Time SensorsHANA

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 - httpswwwyoutubecomwatchv=zKZDgsni0Y4

SAP S4HANA 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 ndash 19 November 2015

Video ndash Hamburg Port Authority

27

IoT Real-Time SensorsHANA

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 - httpswwwyoutubecomwatchv=zKZDgsni0Y4

Initiatives

24

Initiatives

25

Initiatives

26

Smart Cities Expo Barcelona 17 ndash 19 November 2015

Video ndash Hamburg Port Authority

27

IoT Real-Time SensorsHANA

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 - httpswwwyoutubecomwatchv=zKZDgsni0Y4

Initiatives

25

Initiatives

26

Smart Cities Expo Barcelona 17 ndash 19 November 2015

Video ndash Hamburg Port Authority

27

IoT Real-Time SensorsHANA

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 - httpswwwyoutubecomwatchv=zKZDgsni0Y4

Initiatives

26

Smart Cities Expo Barcelona 17 ndash 19 November 2015

Video ndash Hamburg Port Authority

27

IoT Real-Time SensorsHANA

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 - httpswwwyoutubecomwatchv=zKZDgsni0Y4

Video ndash Hamburg Port Authority

27

IoT Real-Time SensorsHANA

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 - httpswwwyoutubecomwatchv=zKZDgsni0Y4

HPA Doubling cargo handling capacity with optimised logistics using SAP HANAreg Cloud Platform

28

OrganizationHamburg Port Authority (HPA) Anstalt oumlffentlichen Rechts

HeadquartersHamburg Germany

IndustryTravel and transportation

Products and ServicesPort management anddevelopment

Employees1808 (2013)

Revenueeuro28068 million (2013)

Website

wwwhamburg-port-authorityde

Objectives

Real-time information exchange Greater cargo handling speed and capacity Interconnected infrastructure to extend the portrsquos lifetime offer new services and transport goods more safely and

effectively

Why SAP

SAP HANAreg 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

ldquoThe 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 runrdquo

Sascha Westermann Head of Intermodales IT Traffic Management Hamburg Port Authority (HPA) Anstalt oumlffentlichen Rechts

5ndash10 minutesDriving saved per truck and tour equaling 5000 hours per day over 40000 trips

2xIncrease in cargo handling in the Port of Hamburg

IncreasedThroughput for freight forwarders

ReducedWait time for truck drivers

38060 (1507) 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

ldquoA Digital Service is one that has been entirely automated and which is controlled by the Customer of the Servicerdquo

There are huge benefits for customers being able to access services as and when they need them

Councilrsquos 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 ldquolost discrdquo costs- Easier to track non-compliance

Text goes hereYou used to have to take 3 forms to the post office

Now it all happens online in real-time

And you donrsquot 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 centreIdentifies repair requestGives 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

Background

30

31

32

33

34

Challenge

35

36

37

ldquoA Digital Service is one that has been entirely automated and which is controlled by the Customer of the Servicerdquo

There are huge benefits for customers being able to access services as and when they need them

Councilrsquos 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 ldquolost discrdquo costs- Easier to track non-compliance

Text goes hereYou used to have to take 3 forms to the post office

Now it all happens online in real-time

And you donrsquot 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 centreIdentifies repair requestGives 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

31

32

33

34

Challenge

35

36

37

ldquoA Digital Service is one that has been entirely automated and which is controlled by the Customer of the Servicerdquo

There are huge benefits for customers being able to access services as and when they need them

Councilrsquos 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 ldquolost discrdquo costs- Easier to track non-compliance

Text goes hereYou used to have to take 3 forms to the post office

Now it all happens online in real-time

And you donrsquot 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 centreIdentifies repair requestGives 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

32

33

34

Challenge

35

36

37

ldquoA Digital Service is one that has been entirely automated and which is controlled by the Customer of the Servicerdquo

There are huge benefits for customers being able to access services as and when they need them

Councilrsquos 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 ldquolost discrdquo costs- Easier to track non-compliance

Text goes hereYou used to have to take 3 forms to the post office

Now it all happens online in real-time

And you donrsquot 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 centreIdentifies repair requestGives 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

33

34

Challenge

35

36

37

ldquoA Digital Service is one that has been entirely automated and which is controlled by the Customer of the Servicerdquo

There are huge benefits for customers being able to access services as and when they need them

Councilrsquos 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 ldquolost discrdquo costs- Easier to track non-compliance

Text goes hereYou used to have to take 3 forms to the post office

Now it all happens online in real-time

And you donrsquot 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 centreIdentifies repair requestGives 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

34

Challenge

35

36

37

ldquoA Digital Service is one that has been entirely automated and which is controlled by the Customer of the Servicerdquo

There are huge benefits for customers being able to access services as and when they need them

Councilrsquos 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 ldquolost discrdquo costs- Easier to track non-compliance

Text goes hereYou used to have to take 3 forms to the post office

Now it all happens online in real-time

And you donrsquot 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 centreIdentifies repair requestGives 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

Challenge

35

36

37

ldquoA Digital Service is one that has been entirely automated and which is controlled by the Customer of the Servicerdquo

There are huge benefits for customers being able to access services as and when they need them

Councilrsquos 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 ldquolost discrdquo costs- Easier to track non-compliance

Text goes hereYou used to have to take 3 forms to the post office

Now it all happens online in real-time

And you donrsquot 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 centreIdentifies repair requestGives 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

36

37

ldquoA Digital Service is one that has been entirely automated and which is controlled by the Customer of the Servicerdquo

There are huge benefits for customers being able to access services as and when they need them

Councilrsquos 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 ldquolost discrdquo costs- Easier to track non-compliance

Text goes hereYou used to have to take 3 forms to the post office

Now it all happens online in real-time

And you donrsquot 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 centreIdentifies repair requestGives 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

37

ldquoA Digital Service is one that has been entirely automated and which is controlled by the Customer of the Servicerdquo

There are huge benefits for customers being able to access services as and when they need them

Councilrsquos 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 ldquolost discrdquo costs- Easier to track non-compliance

Text goes hereYou used to have to take 3 forms to the post office

Now it all happens online in real-time

And you donrsquot 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 centreIdentifies repair requestGives 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

ldquoA Digital Service is one that has been entirely automated and which is controlled by the Customer of the Servicerdquo

There are huge benefits for customers being able to access services as and when they need them

Councilrsquos 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 ldquolost discrdquo costs- Easier to track non-compliance

Text goes hereYou used to have to take 3 forms to the post office

Now it all happens online in real-time

And you donrsquot 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 centreIdentifies repair requestGives 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

Digitising services DVLA car tax example

39

- No postage costs- No ldquolost discrdquo costs- Easier to track non-compliance

Text goes hereYou used to have to take 3 forms to the post office

Now it all happens online in real-time

And you donrsquot 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 centreIdentifies repair requestGives 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

Housing repairs process manual

40

Housing repairs process manual

41

Housing repairs integration

42

Works order system

Mobile app

Contact centreIdentifies repair requestGives 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

Housing repairs process manual

41

Housing repairs integration

42

Works order system

Mobile app

Contact centreIdentifies repair requestGives 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

Housing repairs integration

42

Works order system

Mobile app

Contact centreIdentifies repair requestGives 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

bull Key challenges we face

bull Ways we are meeting these challenges

bull Demonstration of two systems Barnsley Financial Services Tradesperson Mobile Application

bull Benefits realisation

48

BMBSrsquos key challenges

49

Rising customer expectations

Demographic and social change

Increasing financial pressures

Customer Intelligence to inform and shape service deliveryBuilding 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

bull Digital finance portal Public education and private sector customers Win new business

bull Aligned processes with service management tool More resilient service Customer retention

bull Automate manual processes Create capacity Lower transactional cost

bull Delivered in bite sized chunks to speed up ROU

Example 1 ndash 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

34 days earlier Guaranteed by 30th

On-boarding per client Last minute ndash 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 ndashreduces overpayments

New Payroll query KPIs Not measured Real time status of all queries

bull Tradesperson Mobile Application Job and stock management Timesheets CP12 Gas Certificates

bull Improved E2E processes Job management Visibility of management of stock CP12 production

bull More effective use of time Automation of paper processes Less store visits

bull Reduced cost Consolidation onto a single cheaper mobile

platform

Examples 2 ndash 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

Todayrsquos 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 amp paper process Punch errors resulting in costs being booked to wrong job and impacting stock take

Zero errors

Manual input amp 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 cataloguersquos and user manuals

All online and automatically up to date

Surrey County Councilrsquos rapid delivery of HR self-service

Tahiana Jefferis Application Portfolio Manager ERP Surrey County Council

57

Agenda

bull Overview

bull Project overview

bull Business case

bull Highlights from your quality approach

bull Rapid time to value and TCITCO

bull Demonstration

bull Key challenges and success factors

bull Actual business benefits achieved

bull Questions

58

Overview

Who we are Surrey County Council Location Kingston upon ThamesNo employees 30 400

Live with SAP since 2004 ECC 60 SRM Enterprise Portal (ESSMSS) BW BOBj BPC and GRC 8000 system users Partnership with East Sussex County Council and others on the way called ldquoorbisrdquo

59

Overview

Who we are Surrey County Council Location Kingston upon ThamesNo employees 30 400

Live with SAP since 2004 ECC 60 SRM Enterprise Portal (ESSMSS) BW BOBJ BPC and GRC 8000 system users Partnership with East Sussex County Council and others on the way called ldquoorbisrdquo

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 8000 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 ndash 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 8000 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 DEVQASPROD) 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 lsquoteamrsquo 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 ie Yammer The Bluefin approach using Agile techniques into the robust PRINCEII and ASAP

delivery methodology

65

Rapid time-to-value and TCITCO

Achieved Rapid Time to Value delivery Use of standadised SAP business processes (HCM) and 8020 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 lsquoreal timersquo 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 lsquoout-of-boxrsquo 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 4000 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 ndashthe need for changing behaviors

Andrew Gunn Director Public Sector Bluefin Solutions

71

Agenda

bull Devolution a quick view

bull The need for changing behaviors

bull Why change your mindset

bull Some techniques for digital disruption

bull An architecture for devolution

bull Disruptive ideas

bull Questions amp answers

72

Devolution

A little history about devolution

bull Historically UK raises 75 tax revenue centrally and 25 public expenditure is by Local Government

bull June 2014 George Osborne made lsquoNorthern Powerhousersquo speech

bull Central UK Government to devolve powers and budgets to willing regions including tax raising powers

bull Greater Manchester first to strike deal with Treasury in November 2014

73

74

UKrsquos combined authorities

A list of UK combined authorities

bull Greater Manchester Combined Authority ndash 2011

bull Sheffield City Region Combined Authority ndash 2014

bull North East Combined Authority ndash 2014

bull Liverpool City Region Combined Authority ndash 2014

bull West Yorkshire Combined Authority ndash 2014

bull West Midlands Combined Authority ndash 2016

75

Greater Manchester combined authority

Population 28m Health and Social budget pound6bn 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

bull Have signed a proposed devolution agreement to drive economic growth and bring investment to the North East

bull Not until early 2016 will decide to formally approve the proposed devolution agreement

78

Greater Manchesterrsquos devolution

New powers gained through devolution Variable business rates setting powers More control of transport New planning powers pound300m for housing resulting in 15000 new homes being built over the next decade More funding to get 50000 people back into work More budget to support local businesses

Will also control long-term health and social care spending with budget of pound6bn for 201617

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 commissionerrsquos 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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

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

bull Key challenges we face

bull Ways we are meeting these challenges

bull Demonstration of two systems Barnsley Financial Services Tradesperson Mobile Application

bull Benefits realisation

48

BMBSrsquos key challenges

49

Rising customer expectations

Demographic and social change

Increasing financial pressures

Customer Intelligence to inform and shape service deliveryBuilding 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

bull Digital finance portal Public education and private sector customers Win new business

bull Aligned processes with service management tool More resilient service Customer retention

bull Automate manual processes Create capacity Lower transactional cost

bull Delivered in bite sized chunks to speed up ROU

Example 1 ndash 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

34 days earlier Guaranteed by 30th

On-boarding per client Last minute ndash 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 ndashreduces overpayments

New Payroll query KPIs Not measured Real time status of all queries

bull Tradesperson Mobile Application Job and stock management Timesheets CP12 Gas Certificates

bull Improved E2E processes Job management Visibility of management of stock CP12 production

bull More effective use of time Automation of paper processes Less store visits

bull Reduced cost Consolidation onto a single cheaper mobile

platform

Examples 2 ndash 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

Todayrsquos 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 amp paper process Punch errors resulting in costs being booked to wrong job and impacting stock take

Zero errors

Manual input amp 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 cataloguersquos and user manuals

All online and automatically up to date

Surrey County Councilrsquos rapid delivery of HR self-service

Tahiana Jefferis Application Portfolio Manager ERP Surrey County Council

57

Agenda

bull Overview

bull Project overview

bull Business case

bull Highlights from your quality approach

bull Rapid time to value and TCITCO

bull Demonstration

bull Key challenges and success factors

bull Actual business benefits achieved

bull Questions

58

Overview

Who we are Surrey County Council Location Kingston upon ThamesNo employees 30 400

Live with SAP since 2004 ECC 60 SRM Enterprise Portal (ESSMSS) BW BOBj BPC and GRC 8000 system users Partnership with East Sussex County Council and others on the way called ldquoorbisrdquo

59

Overview

Who we are Surrey County Council Location Kingston upon ThamesNo employees 30 400

Live with SAP since 2004 ECC 60 SRM Enterprise Portal (ESSMSS) BW BOBJ BPC and GRC 8000 system users Partnership with East Sussex County Council and others on the way called ldquoorbisrdquo

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 8000 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 ndash 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 8000 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 DEVQASPROD) 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 lsquoteamrsquo 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 ie Yammer The Bluefin approach using Agile techniques into the robust PRINCEII and ASAP

delivery methodology

65

Rapid time-to-value and TCITCO

Achieved Rapid Time to Value delivery Use of standadised SAP business processes (HCM) and 8020 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 lsquoreal timersquo 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 lsquoout-of-boxrsquo 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 4000 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 ndashthe need for changing behaviors

Andrew Gunn Director Public Sector Bluefin Solutions

71

Agenda

bull Devolution a quick view

bull The need for changing behaviors

bull Why change your mindset

bull Some techniques for digital disruption

bull An architecture for devolution

bull Disruptive ideas

bull Questions amp answers

72

Devolution

A little history about devolution

bull Historically UK raises 75 tax revenue centrally and 25 public expenditure is by Local Government

bull June 2014 George Osborne made lsquoNorthern Powerhousersquo speech

bull Central UK Government to devolve powers and budgets to willing regions including tax raising powers

bull Greater Manchester first to strike deal with Treasury in November 2014

73

74

UKrsquos combined authorities

A list of UK combined authorities

bull Greater Manchester Combined Authority ndash 2011

bull Sheffield City Region Combined Authority ndash 2014

bull North East Combined Authority ndash 2014

bull Liverpool City Region Combined Authority ndash 2014

bull West Yorkshire Combined Authority ndash 2014

bull West Midlands Combined Authority ndash 2016

75

Greater Manchester combined authority

Population 28m Health and Social budget pound6bn 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

bull Have signed a proposed devolution agreement to drive economic growth and bring investment to the North East

bull Not until early 2016 will decide to formally approve the proposed devolution agreement

78

Greater Manchesterrsquos devolution

New powers gained through devolution Variable business rates setting powers More control of transport New planning powers pound300m for housing resulting in 15000 new homes being built over the next decade More funding to get 50000 people back into work More budget to support local businesses

Will also control long-term health and social care spending with budget of pound6bn for 201617

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 commissionerrsquos 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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

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

bull Key challenges we face

bull Ways we are meeting these challenges

bull Demonstration of two systems Barnsley Financial Services Tradesperson Mobile Application

bull Benefits realisation

48

BMBSrsquos key challenges

49

Rising customer expectations

Demographic and social change

Increasing financial pressures

Customer Intelligence to inform and shape service deliveryBuilding 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

bull Digital finance portal Public education and private sector customers Win new business

bull Aligned processes with service management tool More resilient service Customer retention

bull Automate manual processes Create capacity Lower transactional cost

bull Delivered in bite sized chunks to speed up ROU

Example 1 ndash 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

34 days earlier Guaranteed by 30th

On-boarding per client Last minute ndash 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 ndashreduces overpayments

New Payroll query KPIs Not measured Real time status of all queries

bull Tradesperson Mobile Application Job and stock management Timesheets CP12 Gas Certificates

bull Improved E2E processes Job management Visibility of management of stock CP12 production

bull More effective use of time Automation of paper processes Less store visits

bull Reduced cost Consolidation onto a single cheaper mobile

platform

Examples 2 ndash 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

Todayrsquos 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 amp paper process Punch errors resulting in costs being booked to wrong job and impacting stock take

Zero errors

Manual input amp 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 cataloguersquos and user manuals

All online and automatically up to date

Surrey County Councilrsquos rapid delivery of HR self-service

Tahiana Jefferis Application Portfolio Manager ERP Surrey County Council

57

Agenda

bull Overview

bull Project overview

bull Business case

bull Highlights from your quality approach

bull Rapid time to value and TCITCO

bull Demonstration

bull Key challenges and success factors

bull Actual business benefits achieved

bull Questions

58

Overview

Who we are Surrey County Council Location Kingston upon ThamesNo employees 30 400

Live with SAP since 2004 ECC 60 SRM Enterprise Portal (ESSMSS) BW BOBj BPC and GRC 8000 system users Partnership with East Sussex County Council and others on the way called ldquoorbisrdquo

59

Overview

Who we are Surrey County Council Location Kingston upon ThamesNo employees 30 400

Live with SAP since 2004 ECC 60 SRM Enterprise Portal (ESSMSS) BW BOBJ BPC and GRC 8000 system users Partnership with East Sussex County Council and others on the way called ldquoorbisrdquo

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 8000 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 ndash 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 8000 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 DEVQASPROD) 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 lsquoteamrsquo 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 ie Yammer The Bluefin approach using Agile techniques into the robust PRINCEII and ASAP

delivery methodology

65

Rapid time-to-value and TCITCO

Achieved Rapid Time to Value delivery Use of standadised SAP business processes (HCM) and 8020 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 lsquoreal timersquo 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 lsquoout-of-boxrsquo 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 4000 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 ndashthe need for changing behaviors

Andrew Gunn Director Public Sector Bluefin Solutions

71

Agenda

bull Devolution a quick view

bull The need for changing behaviors

bull Why change your mindset

bull Some techniques for digital disruption

bull An architecture for devolution

bull Disruptive ideas

bull Questions amp answers

72

Devolution

A little history about devolution

bull Historically UK raises 75 tax revenue centrally and 25 public expenditure is by Local Government

bull June 2014 George Osborne made lsquoNorthern Powerhousersquo speech

bull Central UK Government to devolve powers and budgets to willing regions including tax raising powers

bull Greater Manchester first to strike deal with Treasury in November 2014

73

74

UKrsquos combined authorities

A list of UK combined authorities

bull Greater Manchester Combined Authority ndash 2011

bull Sheffield City Region Combined Authority ndash 2014

bull North East Combined Authority ndash 2014

bull Liverpool City Region Combined Authority ndash 2014

bull West Yorkshire Combined Authority ndash 2014

bull West Midlands Combined Authority ndash 2016

75

Greater Manchester combined authority

Population 28m Health and Social budget pound6bn 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

bull Have signed a proposed devolution agreement to drive economic growth and bring investment to the North East

bull Not until early 2016 will decide to formally approve the proposed devolution agreement

78

Greater Manchesterrsquos devolution

New powers gained through devolution Variable business rates setting powers More control of transport New planning powers pound300m for housing resulting in 15000 new homes being built over the next decade More funding to get 50000 people back into work More budget to support local businesses

Will also control long-term health and social care spending with budget of pound6bn for 201617

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 commissionerrsquos 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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

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

bull Key challenges we face

bull Ways we are meeting these challenges

bull Demonstration of two systems Barnsley Financial Services Tradesperson Mobile Application

bull Benefits realisation

48

BMBSrsquos key challenges

49

Rising customer expectations

Demographic and social change

Increasing financial pressures

Customer Intelligence to inform and shape service deliveryBuilding 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

bull Digital finance portal Public education and private sector customers Win new business

bull Aligned processes with service management tool More resilient service Customer retention

bull Automate manual processes Create capacity Lower transactional cost

bull Delivered in bite sized chunks to speed up ROU

Example 1 ndash 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

34 days earlier Guaranteed by 30th

On-boarding per client Last minute ndash 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 ndashreduces overpayments

New Payroll query KPIs Not measured Real time status of all queries

bull Tradesperson Mobile Application Job and stock management Timesheets CP12 Gas Certificates

bull Improved E2E processes Job management Visibility of management of stock CP12 production

bull More effective use of time Automation of paper processes Less store visits

bull Reduced cost Consolidation onto a single cheaper mobile

platform

Examples 2 ndash 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

Todayrsquos 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 amp paper process Punch errors resulting in costs being booked to wrong job and impacting stock take

Zero errors

Manual input amp 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 cataloguersquos and user manuals

All online and automatically up to date

Surrey County Councilrsquos rapid delivery of HR self-service

Tahiana Jefferis Application Portfolio Manager ERP Surrey County Council

57

Agenda

bull Overview

bull Project overview

bull Business case

bull Highlights from your quality approach

bull Rapid time to value and TCITCO

bull Demonstration

bull Key challenges and success factors

bull Actual business benefits achieved

bull Questions

58

Overview

Who we are Surrey County Council Location Kingston upon ThamesNo employees 30 400

Live with SAP since 2004 ECC 60 SRM Enterprise Portal (ESSMSS) BW BOBj BPC and GRC 8000 system users Partnership with East Sussex County Council and others on the way called ldquoorbisrdquo

59

Overview

Who we are Surrey County Council Location Kingston upon ThamesNo employees 30 400

Live with SAP since 2004 ECC 60 SRM Enterprise Portal (ESSMSS) BW BOBJ BPC and GRC 8000 system users Partnership with East Sussex County Council and others on the way called ldquoorbisrdquo

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 8000 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 ndash 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 8000 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 DEVQASPROD) 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 lsquoteamrsquo 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 ie Yammer The Bluefin approach using Agile techniques into the robust PRINCEII and ASAP

delivery methodology

65

Rapid time-to-value and TCITCO

Achieved Rapid Time to Value delivery Use of standadised SAP business processes (HCM) and 8020 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 lsquoreal timersquo 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 lsquoout-of-boxrsquo 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 4000 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 ndashthe need for changing behaviors

Andrew Gunn Director Public Sector Bluefin Solutions

71

Agenda

bull Devolution a quick view

bull The need for changing behaviors

bull Why change your mindset

bull Some techniques for digital disruption

bull An architecture for devolution

bull Disruptive ideas

bull Questions amp answers

72

Devolution

A little history about devolution

bull Historically UK raises 75 tax revenue centrally and 25 public expenditure is by Local Government

bull June 2014 George Osborne made lsquoNorthern Powerhousersquo speech

bull Central UK Government to devolve powers and budgets to willing regions including tax raising powers

bull Greater Manchester first to strike deal with Treasury in November 2014

73

74

UKrsquos combined authorities

A list of UK combined authorities

bull Greater Manchester Combined Authority ndash 2011

bull Sheffield City Region Combined Authority ndash 2014

bull North East Combined Authority ndash 2014

bull Liverpool City Region Combined Authority ndash 2014

bull West Yorkshire Combined Authority ndash 2014

bull West Midlands Combined Authority ndash 2016

75

Greater Manchester combined authority

Population 28m Health and Social budget pound6bn 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

bull Have signed a proposed devolution agreement to drive economic growth and bring investment to the North East

bull Not until early 2016 will decide to formally approve the proposed devolution agreement

78

Greater Manchesterrsquos devolution

New powers gained through devolution Variable business rates setting powers More control of transport New planning powers pound300m for housing resulting in 15000 new homes being built over the next decade More funding to get 50000 people back into work More budget to support local businesses

Will also control long-term health and social care spending with budget of pound6bn for 201617

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 commissionerrsquos 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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

Digital Devolution How Barnsley MBC is stepping up to the challenge

Chantele Smith Developer and Project Manager Barnsley MBC

47

Agenda

bull Key challenges we face

bull Ways we are meeting these challenges

bull Demonstration of two systems Barnsley Financial Services Tradesperson Mobile Application

bull Benefits realisation

48

BMBSrsquos key challenges

49

Rising customer expectations

Demographic and social change

Increasing financial pressures

Customer Intelligence to inform and shape service deliveryBuilding 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

bull Digital finance portal Public education and private sector customers Win new business

bull Aligned processes with service management tool More resilient service Customer retention

bull Automate manual processes Create capacity Lower transactional cost

bull Delivered in bite sized chunks to speed up ROU

Example 1 ndash 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

34 days earlier Guaranteed by 30th

On-boarding per client Last minute ndash 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 ndashreduces overpayments

New Payroll query KPIs Not measured Real time status of all queries

bull Tradesperson Mobile Application Job and stock management Timesheets CP12 Gas Certificates

bull Improved E2E processes Job management Visibility of management of stock CP12 production

bull More effective use of time Automation of paper processes Less store visits

bull Reduced cost Consolidation onto a single cheaper mobile

platform

Examples 2 ndash 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

Todayrsquos 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 amp paper process Punch errors resulting in costs being booked to wrong job and impacting stock take

Zero errors

Manual input amp 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 cataloguersquos and user manuals

All online and automatically up to date

Surrey County Councilrsquos rapid delivery of HR self-service

Tahiana Jefferis Application Portfolio Manager ERP Surrey County Council

57

Agenda

bull Overview

bull Project overview

bull Business case

bull Highlights from your quality approach

bull Rapid time to value and TCITCO

bull Demonstration

bull Key challenges and success factors

bull Actual business benefits achieved

bull Questions

58

Overview

Who we are Surrey County Council Location Kingston upon ThamesNo employees 30 400

Live with SAP since 2004 ECC 60 SRM Enterprise Portal (ESSMSS) BW BOBj BPC and GRC 8000 system users Partnership with East Sussex County Council and others on the way called ldquoorbisrdquo

59

Overview

Who we are Surrey County Council Location Kingston upon ThamesNo employees 30 400

Live with SAP since 2004 ECC 60 SRM Enterprise Portal (ESSMSS) BW BOBJ BPC and GRC 8000 system users Partnership with East Sussex County Council and others on the way called ldquoorbisrdquo

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 8000 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 ndash 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 8000 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 DEVQASPROD) 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 lsquoteamrsquo 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 ie Yammer The Bluefin approach using Agile techniques into the robust PRINCEII and ASAP

delivery methodology

65

Rapid time-to-value and TCITCO

Achieved Rapid Time to Value delivery Use of standadised SAP business processes (HCM) and 8020 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 lsquoreal timersquo 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 lsquoout-of-boxrsquo 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 4000 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 ndashthe need for changing behaviors

Andrew Gunn Director Public Sector Bluefin Solutions

71

Agenda

bull Devolution a quick view

bull The need for changing behaviors

bull Why change your mindset

bull Some techniques for digital disruption

bull An architecture for devolution

bull Disruptive ideas

bull Questions amp answers

72

Devolution

A little history about devolution

bull Historically UK raises 75 tax revenue centrally and 25 public expenditure is by Local Government

bull June 2014 George Osborne made lsquoNorthern Powerhousersquo speech

bull Central UK Government to devolve powers and budgets to willing regions including tax raising powers

bull Greater Manchester first to strike deal with Treasury in November 2014

73

74

UKrsquos combined authorities

A list of UK combined authorities

bull Greater Manchester Combined Authority ndash 2011

bull Sheffield City Region Combined Authority ndash 2014

bull North East Combined Authority ndash 2014

bull Liverpool City Region Combined Authority ndash 2014

bull West Yorkshire Combined Authority ndash 2014

bull West Midlands Combined Authority ndash 2016

75

Greater Manchester combined authority

Population 28m Health and Social budget pound6bn 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

bull Have signed a proposed devolution agreement to drive economic growth and bring investment to the North East

bull Not until early 2016 will decide to formally approve the proposed devolution agreement

78

Greater Manchesterrsquos devolution

New powers gained through devolution Variable business rates setting powers More control of transport New planning powers pound300m for housing resulting in 15000 new homes being built over the next decade More funding to get 50000 people back into work More budget to support local businesses

Will also control long-term health and social care spending with budget of pound6bn for 201617

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 commissionerrsquos 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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

Agenda

bull Key challenges we face

bull Ways we are meeting these challenges

bull Demonstration of two systems Barnsley Financial Services Tradesperson Mobile Application

bull Benefits realisation

48

BMBSrsquos key challenges

49

Rising customer expectations

Demographic and social change

Increasing financial pressures

Customer Intelligence to inform and shape service deliveryBuilding 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

bull Digital finance portal Public education and private sector customers Win new business

bull Aligned processes with service management tool More resilient service Customer retention

bull Automate manual processes Create capacity Lower transactional cost

bull Delivered in bite sized chunks to speed up ROU

Example 1 ndash 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

34 days earlier Guaranteed by 30th

On-boarding per client Last minute ndash 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 ndashreduces overpayments

New Payroll query KPIs Not measured Real time status of all queries

bull Tradesperson Mobile Application Job and stock management Timesheets CP12 Gas Certificates

bull Improved E2E processes Job management Visibility of management of stock CP12 production

bull More effective use of time Automation of paper processes Less store visits

bull Reduced cost Consolidation onto a single cheaper mobile

platform

Examples 2 ndash 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

Todayrsquos 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 amp paper process Punch errors resulting in costs being booked to wrong job and impacting stock take

Zero errors

Manual input amp 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 cataloguersquos and user manuals

All online and automatically up to date

Surrey County Councilrsquos rapid delivery of HR self-service

Tahiana Jefferis Application Portfolio Manager ERP Surrey County Council

57

Agenda

bull Overview

bull Project overview

bull Business case

bull Highlights from your quality approach

bull Rapid time to value and TCITCO

bull Demonstration

bull Key challenges and success factors

bull Actual business benefits achieved

bull Questions

58

Overview

Who we are Surrey County Council Location Kingston upon ThamesNo employees 30 400

Live with SAP since 2004 ECC 60 SRM Enterprise Portal (ESSMSS) BW BOBj BPC and GRC 8000 system users Partnership with East Sussex County Council and others on the way called ldquoorbisrdquo

59

Overview

Who we are Surrey County Council Location Kingston upon ThamesNo employees 30 400

Live with SAP since 2004 ECC 60 SRM Enterprise Portal (ESSMSS) BW BOBJ BPC and GRC 8000 system users Partnership with East Sussex County Council and others on the way called ldquoorbisrdquo

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 8000 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 ndash 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 8000 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 DEVQASPROD) 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 lsquoteamrsquo 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 ie Yammer The Bluefin approach using Agile techniques into the robust PRINCEII and ASAP

delivery methodology

65

Rapid time-to-value and TCITCO

Achieved Rapid Time to Value delivery Use of standadised SAP business processes (HCM) and 8020 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 lsquoreal timersquo 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 lsquoout-of-boxrsquo 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 4000 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 ndashthe need for changing behaviors

Andrew Gunn Director Public Sector Bluefin Solutions

71

Agenda

bull Devolution a quick view

bull The need for changing behaviors

bull Why change your mindset

bull Some techniques for digital disruption

bull An architecture for devolution

bull Disruptive ideas

bull Questions amp answers

72

Devolution

A little history about devolution

bull Historically UK raises 75 tax revenue centrally and 25 public expenditure is by Local Government

bull June 2014 George Osborne made lsquoNorthern Powerhousersquo speech

bull Central UK Government to devolve powers and budgets to willing regions including tax raising powers

bull Greater Manchester first to strike deal with Treasury in November 2014

73

74

UKrsquos combined authorities

A list of UK combined authorities

bull Greater Manchester Combined Authority ndash 2011

bull Sheffield City Region Combined Authority ndash 2014

bull North East Combined Authority ndash 2014

bull Liverpool City Region Combined Authority ndash 2014

bull West Yorkshire Combined Authority ndash 2014

bull West Midlands Combined Authority ndash 2016

75

Greater Manchester combined authority

Population 28m Health and Social budget pound6bn 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

bull Have signed a proposed devolution agreement to drive economic growth and bring investment to the North East

bull Not until early 2016 will decide to formally approve the proposed devolution agreement

78

Greater Manchesterrsquos devolution

New powers gained through devolution Variable business rates setting powers More control of transport New planning powers pound300m for housing resulting in 15000 new homes being built over the next decade More funding to get 50000 people back into work More budget to support local businesses

Will also control long-term health and social care spending with budget of pound6bn for 201617

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 commissionerrsquos 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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

BMBSrsquos key challenges

49

Rising customer expectations

Demographic and social change

Increasing financial pressures

Customer Intelligence to inform and shape service deliveryBuilding 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

bull Digital finance portal Public education and private sector customers Win new business

bull Aligned processes with service management tool More resilient service Customer retention

bull Automate manual processes Create capacity Lower transactional cost

bull Delivered in bite sized chunks to speed up ROU

Example 1 ndash 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

34 days earlier Guaranteed by 30th

On-boarding per client Last minute ndash 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 ndashreduces overpayments

New Payroll query KPIs Not measured Real time status of all queries

bull Tradesperson Mobile Application Job and stock management Timesheets CP12 Gas Certificates

bull Improved E2E processes Job management Visibility of management of stock CP12 production

bull More effective use of time Automation of paper processes Less store visits

bull Reduced cost Consolidation onto a single cheaper mobile

platform

Examples 2 ndash 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

Todayrsquos 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 amp paper process Punch errors resulting in costs being booked to wrong job and impacting stock take

Zero errors

Manual input amp 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 cataloguersquos and user manuals

All online and automatically up to date

Surrey County Councilrsquos rapid delivery of HR self-service

Tahiana Jefferis Application Portfolio Manager ERP Surrey County Council

57

Agenda

bull Overview

bull Project overview

bull Business case

bull Highlights from your quality approach

bull Rapid time to value and TCITCO

bull Demonstration

bull Key challenges and success factors

bull Actual business benefits achieved

bull Questions

58

Overview

Who we are Surrey County Council Location Kingston upon ThamesNo employees 30 400

Live with SAP since 2004 ECC 60 SRM Enterprise Portal (ESSMSS) BW BOBj BPC and GRC 8000 system users Partnership with East Sussex County Council and others on the way called ldquoorbisrdquo

59

Overview

Who we are Surrey County Council Location Kingston upon ThamesNo employees 30 400

Live with SAP since 2004 ECC 60 SRM Enterprise Portal (ESSMSS) BW BOBJ BPC and GRC 8000 system users Partnership with East Sussex County Council and others on the way called ldquoorbisrdquo

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 8000 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 ndash 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 8000 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 DEVQASPROD) 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 lsquoteamrsquo 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 ie Yammer The Bluefin approach using Agile techniques into the robust PRINCEII and ASAP

delivery methodology

65

Rapid time-to-value and TCITCO

Achieved Rapid Time to Value delivery Use of standadised SAP business processes (HCM) and 8020 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 lsquoreal timersquo 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 lsquoout-of-boxrsquo 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 4000 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 ndashthe need for changing behaviors

Andrew Gunn Director Public Sector Bluefin Solutions

71

Agenda

bull Devolution a quick view

bull The need for changing behaviors

bull Why change your mindset

bull Some techniques for digital disruption

bull An architecture for devolution

bull Disruptive ideas

bull Questions amp answers

72

Devolution

A little history about devolution

bull Historically UK raises 75 tax revenue centrally and 25 public expenditure is by Local Government

bull June 2014 George Osborne made lsquoNorthern Powerhousersquo speech

bull Central UK Government to devolve powers and budgets to willing regions including tax raising powers

bull Greater Manchester first to strike deal with Treasury in November 2014

73

74

UKrsquos combined authorities

A list of UK combined authorities

bull Greater Manchester Combined Authority ndash 2011

bull Sheffield City Region Combined Authority ndash 2014

bull North East Combined Authority ndash 2014

bull Liverpool City Region Combined Authority ndash 2014

bull West Yorkshire Combined Authority ndash 2014

bull West Midlands Combined Authority ndash 2016

75

Greater Manchester combined authority

Population 28m Health and Social budget pound6bn 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

bull Have signed a proposed devolution agreement to drive economic growth and bring investment to the North East

bull Not until early 2016 will decide to formally approve the proposed devolution agreement

78

Greater Manchesterrsquos devolution

New powers gained through devolution Variable business rates setting powers More control of transport New planning powers pound300m for housing resulting in 15000 new homes being built over the next decade More funding to get 50000 people back into work More budget to support local businesses

Will also control long-term health and social care spending with budget of pound6bn for 201617

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 commissionerrsquos 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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

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

bull Digital finance portal Public education and private sector customers Win new business

bull Aligned processes with service management tool More resilient service Customer retention

bull Automate manual processes Create capacity Lower transactional cost

bull Delivered in bite sized chunks to speed up ROU

Example 1 ndash 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

34 days earlier Guaranteed by 30th

On-boarding per client Last minute ndash 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 ndashreduces overpayments

New Payroll query KPIs Not measured Real time status of all queries

bull Tradesperson Mobile Application Job and stock management Timesheets CP12 Gas Certificates

bull Improved E2E processes Job management Visibility of management of stock CP12 production

bull More effective use of time Automation of paper processes Less store visits

bull Reduced cost Consolidation onto a single cheaper mobile

platform

Examples 2 ndash 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

Todayrsquos 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 amp paper process Punch errors resulting in costs being booked to wrong job and impacting stock take

Zero errors

Manual input amp 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 cataloguersquos and user manuals

All online and automatically up to date

Surrey County Councilrsquos rapid delivery of HR self-service

Tahiana Jefferis Application Portfolio Manager ERP Surrey County Council

57

Agenda

bull Overview

bull Project overview

bull Business case

bull Highlights from your quality approach

bull Rapid time to value and TCITCO

bull Demonstration

bull Key challenges and success factors

bull Actual business benefits achieved

bull Questions

58

Overview

Who we are Surrey County Council Location Kingston upon ThamesNo employees 30 400

Live with SAP since 2004 ECC 60 SRM Enterprise Portal (ESSMSS) BW BOBj BPC and GRC 8000 system users Partnership with East Sussex County Council and others on the way called ldquoorbisrdquo

59

Overview

Who we are Surrey County Council Location Kingston upon ThamesNo employees 30 400

Live with SAP since 2004 ECC 60 SRM Enterprise Portal (ESSMSS) BW BOBJ BPC and GRC 8000 system users Partnership with East Sussex County Council and others on the way called ldquoorbisrdquo

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 8000 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 ndash 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 8000 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 DEVQASPROD) 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 lsquoteamrsquo 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 ie Yammer The Bluefin approach using Agile techniques into the robust PRINCEII and ASAP

delivery methodology

65

Rapid time-to-value and TCITCO

Achieved Rapid Time to Value delivery Use of standadised SAP business processes (HCM) and 8020 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 lsquoreal timersquo 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 lsquoout-of-boxrsquo 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 4000 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 ndashthe need for changing behaviors

Andrew Gunn Director Public Sector Bluefin Solutions

71

Agenda

bull Devolution a quick view

bull The need for changing behaviors

bull Why change your mindset

bull Some techniques for digital disruption

bull An architecture for devolution

bull Disruptive ideas

bull Questions amp answers

72

Devolution

A little history about devolution

bull Historically UK raises 75 tax revenue centrally and 25 public expenditure is by Local Government

bull June 2014 George Osborne made lsquoNorthern Powerhousersquo speech

bull Central UK Government to devolve powers and budgets to willing regions including tax raising powers

bull Greater Manchester first to strike deal with Treasury in November 2014

73

74

UKrsquos combined authorities

A list of UK combined authorities

bull Greater Manchester Combined Authority ndash 2011

bull Sheffield City Region Combined Authority ndash 2014

bull North East Combined Authority ndash 2014

bull Liverpool City Region Combined Authority ndash 2014

bull West Yorkshire Combined Authority ndash 2014

bull West Midlands Combined Authority ndash 2016

75

Greater Manchester combined authority

Population 28m Health and Social budget pound6bn 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

bull Have signed a proposed devolution agreement to drive economic growth and bring investment to the North East

bull Not until early 2016 will decide to formally approve the proposed devolution agreement

78

Greater Manchesterrsquos devolution

New powers gained through devolution Variable business rates setting powers More control of transport New planning powers pound300m for housing resulting in 15000 new homes being built over the next decade More funding to get 50000 people back into work More budget to support local businesses

Will also control long-term health and social care spending with budget of pound6bn for 201617

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 commissionerrsquos 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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

bull Digital finance portal Public education and private sector customers Win new business

bull Aligned processes with service management tool More resilient service Customer retention

bull Automate manual processes Create capacity Lower transactional cost

bull Delivered in bite sized chunks to speed up ROU

Example 1 ndash 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

34 days earlier Guaranteed by 30th

On-boarding per client Last minute ndash 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 ndashreduces overpayments

New Payroll query KPIs Not measured Real time status of all queries

bull Tradesperson Mobile Application Job and stock management Timesheets CP12 Gas Certificates

bull Improved E2E processes Job management Visibility of management of stock CP12 production

bull More effective use of time Automation of paper processes Less store visits

bull Reduced cost Consolidation onto a single cheaper mobile

platform

Examples 2 ndash 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

Todayrsquos 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 amp paper process Punch errors resulting in costs being booked to wrong job and impacting stock take

Zero errors

Manual input amp 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 cataloguersquos and user manuals

All online and automatically up to date

Surrey County Councilrsquos rapid delivery of HR self-service

Tahiana Jefferis Application Portfolio Manager ERP Surrey County Council

57

Agenda

bull Overview

bull Project overview

bull Business case

bull Highlights from your quality approach

bull Rapid time to value and TCITCO

bull Demonstration

bull Key challenges and success factors

bull Actual business benefits achieved

bull Questions

58

Overview

Who we are Surrey County Council Location Kingston upon ThamesNo employees 30 400

Live with SAP since 2004 ECC 60 SRM Enterprise Portal (ESSMSS) BW BOBj BPC and GRC 8000 system users Partnership with East Sussex County Council and others on the way called ldquoorbisrdquo

59

Overview

Who we are Surrey County Council Location Kingston upon ThamesNo employees 30 400

Live with SAP since 2004 ECC 60 SRM Enterprise Portal (ESSMSS) BW BOBJ BPC and GRC 8000 system users Partnership with East Sussex County Council and others on the way called ldquoorbisrdquo

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 8000 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 ndash 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 8000 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 DEVQASPROD) 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 lsquoteamrsquo 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 ie Yammer The Bluefin approach using Agile techniques into the robust PRINCEII and ASAP

delivery methodology

65

Rapid time-to-value and TCITCO

Achieved Rapid Time to Value delivery Use of standadised SAP business processes (HCM) and 8020 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 lsquoreal timersquo 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 lsquoout-of-boxrsquo 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 4000 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 ndashthe need for changing behaviors

Andrew Gunn Director Public Sector Bluefin Solutions

71

Agenda

bull Devolution a quick view

bull The need for changing behaviors

bull Why change your mindset

bull Some techniques for digital disruption

bull An architecture for devolution

bull Disruptive ideas

bull Questions amp answers

72

Devolution

A little history about devolution

bull Historically UK raises 75 tax revenue centrally and 25 public expenditure is by Local Government

bull June 2014 George Osborne made lsquoNorthern Powerhousersquo speech

bull Central UK Government to devolve powers and budgets to willing regions including tax raising powers

bull Greater Manchester first to strike deal with Treasury in November 2014

73

74

UKrsquos combined authorities

A list of UK combined authorities

bull Greater Manchester Combined Authority ndash 2011

bull Sheffield City Region Combined Authority ndash 2014

bull North East Combined Authority ndash 2014

bull Liverpool City Region Combined Authority ndash 2014

bull West Yorkshire Combined Authority ndash 2014

bull West Midlands Combined Authority ndash 2016

75

Greater Manchester combined authority

Population 28m Health and Social budget pound6bn 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

bull Have signed a proposed devolution agreement to drive economic growth and bring investment to the North East

bull Not until early 2016 will decide to formally approve the proposed devolution agreement

78

Greater Manchesterrsquos devolution

New powers gained through devolution Variable business rates setting powers More control of transport New planning powers pound300m for housing resulting in 15000 new homes being built over the next decade More funding to get 50000 people back into work More budget to support local businesses

Will also control long-term health and social care spending with budget of pound6bn for 201617

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 commissionerrsquos 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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

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

34 days earlier Guaranteed by 30th

On-boarding per client Last minute ndash 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 ndashreduces overpayments

New Payroll query KPIs Not measured Real time status of all queries

bull Tradesperson Mobile Application Job and stock management Timesheets CP12 Gas Certificates

bull Improved E2E processes Job management Visibility of management of stock CP12 production

bull More effective use of time Automation of paper processes Less store visits

bull Reduced cost Consolidation onto a single cheaper mobile

platform

Examples 2 ndash 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

Todayrsquos 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 amp paper process Punch errors resulting in costs being booked to wrong job and impacting stock take

Zero errors

Manual input amp 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 cataloguersquos and user manuals

All online and automatically up to date

Surrey County Councilrsquos rapid delivery of HR self-service

Tahiana Jefferis Application Portfolio Manager ERP Surrey County Council

57

Agenda

bull Overview

bull Project overview

bull Business case

bull Highlights from your quality approach

bull Rapid time to value and TCITCO

bull Demonstration

bull Key challenges and success factors

bull Actual business benefits achieved

bull Questions

58

Overview

Who we are Surrey County Council Location Kingston upon ThamesNo employees 30 400

Live with SAP since 2004 ECC 60 SRM Enterprise Portal (ESSMSS) BW BOBj BPC and GRC 8000 system users Partnership with East Sussex County Council and others on the way called ldquoorbisrdquo

59

Overview

Who we are Surrey County Council Location Kingston upon ThamesNo employees 30 400

Live with SAP since 2004 ECC 60 SRM Enterprise Portal (ESSMSS) BW BOBJ BPC and GRC 8000 system users Partnership with East Sussex County Council and others on the way called ldquoorbisrdquo

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 8000 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 ndash 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 8000 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 DEVQASPROD) 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 lsquoteamrsquo 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 ie Yammer The Bluefin approach using Agile techniques into the robust PRINCEII and ASAP

delivery methodology

65

Rapid time-to-value and TCITCO

Achieved Rapid Time to Value delivery Use of standadised SAP business processes (HCM) and 8020 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 lsquoreal timersquo 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 lsquoout-of-boxrsquo 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 4000 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 ndashthe need for changing behaviors

Andrew Gunn Director Public Sector Bluefin Solutions

71

Agenda

bull Devolution a quick view

bull The need for changing behaviors

bull Why change your mindset

bull Some techniques for digital disruption

bull An architecture for devolution

bull Disruptive ideas

bull Questions amp answers

72

Devolution

A little history about devolution

bull Historically UK raises 75 tax revenue centrally and 25 public expenditure is by Local Government

bull June 2014 George Osborne made lsquoNorthern Powerhousersquo speech

bull Central UK Government to devolve powers and budgets to willing regions including tax raising powers

bull Greater Manchester first to strike deal with Treasury in November 2014

73

74

UKrsquos combined authorities

A list of UK combined authorities

bull Greater Manchester Combined Authority ndash 2011

bull Sheffield City Region Combined Authority ndash 2014

bull North East Combined Authority ndash 2014

bull Liverpool City Region Combined Authority ndash 2014

bull West Yorkshire Combined Authority ndash 2014

bull West Midlands Combined Authority ndash 2016

75

Greater Manchester combined authority

Population 28m Health and Social budget pound6bn 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

bull Have signed a proposed devolution agreement to drive economic growth and bring investment to the North East

bull Not until early 2016 will decide to formally approve the proposed devolution agreement

78

Greater Manchesterrsquos devolution

New powers gained through devolution Variable business rates setting powers More control of transport New planning powers pound300m for housing resulting in 15000 new homes being built over the next decade More funding to get 50000 people back into work More budget to support local businesses

Will also control long-term health and social care spending with budget of pound6bn for 201617

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 commissionerrsquos 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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

Real end-customer benefits

53

Task Previous New

Monthly Payroll Reports Pressure to meet deadline of 30th

34 days earlier Guaranteed by 30th

On-boarding per client Last minute ndash 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 ndashreduces overpayments

New Payroll query KPIs Not measured Real time status of all queries

bull Tradesperson Mobile Application Job and stock management Timesheets CP12 Gas Certificates

bull Improved E2E processes Job management Visibility of management of stock CP12 production

bull More effective use of time Automation of paper processes Less store visits

bull Reduced cost Consolidation onto a single cheaper mobile

platform

Examples 2 ndash 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

Todayrsquos 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 amp paper process Punch errors resulting in costs being booked to wrong job and impacting stock take

Zero errors

Manual input amp 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 cataloguersquos and user manuals

All online and automatically up to date

Surrey County Councilrsquos rapid delivery of HR self-service

Tahiana Jefferis Application Portfolio Manager ERP Surrey County Council

57

Agenda

bull Overview

bull Project overview

bull Business case

bull Highlights from your quality approach

bull Rapid time to value and TCITCO

bull Demonstration

bull Key challenges and success factors

bull Actual business benefits achieved

bull Questions

58

Overview

Who we are Surrey County Council Location Kingston upon ThamesNo employees 30 400

Live with SAP since 2004 ECC 60 SRM Enterprise Portal (ESSMSS) BW BOBj BPC and GRC 8000 system users Partnership with East Sussex County Council and others on the way called ldquoorbisrdquo

59

Overview

Who we are Surrey County Council Location Kingston upon ThamesNo employees 30 400

Live with SAP since 2004 ECC 60 SRM Enterprise Portal (ESSMSS) BW BOBJ BPC and GRC 8000 system users Partnership with East Sussex County Council and others on the way called ldquoorbisrdquo

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 8000 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 ndash 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 8000 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 DEVQASPROD) 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 lsquoteamrsquo 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 ie Yammer The Bluefin approach using Agile techniques into the robust PRINCEII and ASAP

delivery methodology

65

Rapid time-to-value and TCITCO

Achieved Rapid Time to Value delivery Use of standadised SAP business processes (HCM) and 8020 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 lsquoreal timersquo 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 lsquoout-of-boxrsquo 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 4000 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 ndashthe need for changing behaviors

Andrew Gunn Director Public Sector Bluefin Solutions

71

Agenda

bull Devolution a quick view

bull The need for changing behaviors

bull Why change your mindset

bull Some techniques for digital disruption

bull An architecture for devolution

bull Disruptive ideas

bull Questions amp answers

72

Devolution

A little history about devolution

bull Historically UK raises 75 tax revenue centrally and 25 public expenditure is by Local Government

bull June 2014 George Osborne made lsquoNorthern Powerhousersquo speech

bull Central UK Government to devolve powers and budgets to willing regions including tax raising powers

bull Greater Manchester first to strike deal with Treasury in November 2014

73

74

UKrsquos combined authorities

A list of UK combined authorities

bull Greater Manchester Combined Authority ndash 2011

bull Sheffield City Region Combined Authority ndash 2014

bull North East Combined Authority ndash 2014

bull Liverpool City Region Combined Authority ndash 2014

bull West Yorkshire Combined Authority ndash 2014

bull West Midlands Combined Authority ndash 2016

75

Greater Manchester combined authority

Population 28m Health and Social budget pound6bn 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

bull Have signed a proposed devolution agreement to drive economic growth and bring investment to the North East

bull Not until early 2016 will decide to formally approve the proposed devolution agreement

78

Greater Manchesterrsquos devolution

New powers gained through devolution Variable business rates setting powers More control of transport New planning powers pound300m for housing resulting in 15000 new homes being built over the next decade More funding to get 50000 people back into work More budget to support local businesses

Will also control long-term health and social care spending with budget of pound6bn for 201617

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 commissionerrsquos 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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

bull Tradesperson Mobile Application Job and stock management Timesheets CP12 Gas Certificates

bull Improved E2E processes Job management Visibility of management of stock CP12 production

bull More effective use of time Automation of paper processes Less store visits

bull Reduced cost Consolidation onto a single cheaper mobile

platform

Examples 2 ndash 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

Todayrsquos 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 amp paper process Punch errors resulting in costs being booked to wrong job and impacting stock take

Zero errors

Manual input amp 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 cataloguersquos and user manuals

All online and automatically up to date

Surrey County Councilrsquos rapid delivery of HR self-service

Tahiana Jefferis Application Portfolio Manager ERP Surrey County Council

57

Agenda

bull Overview

bull Project overview

bull Business case

bull Highlights from your quality approach

bull Rapid time to value and TCITCO

bull Demonstration

bull Key challenges and success factors

bull Actual business benefits achieved

bull Questions

58

Overview

Who we are Surrey County Council Location Kingston upon ThamesNo employees 30 400

Live with SAP since 2004 ECC 60 SRM Enterprise Portal (ESSMSS) BW BOBj BPC and GRC 8000 system users Partnership with East Sussex County Council and others on the way called ldquoorbisrdquo

59

Overview

Who we are Surrey County Council Location Kingston upon ThamesNo employees 30 400

Live with SAP since 2004 ECC 60 SRM Enterprise Portal (ESSMSS) BW BOBJ BPC and GRC 8000 system users Partnership with East Sussex County Council and others on the way called ldquoorbisrdquo

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 8000 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 ndash 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 8000 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 DEVQASPROD) 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 lsquoteamrsquo 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 ie Yammer The Bluefin approach using Agile techniques into the robust PRINCEII and ASAP

delivery methodology

65

Rapid time-to-value and TCITCO

Achieved Rapid Time to Value delivery Use of standadised SAP business processes (HCM) and 8020 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 lsquoreal timersquo 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 lsquoout-of-boxrsquo 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 4000 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 ndashthe need for changing behaviors

Andrew Gunn Director Public Sector Bluefin Solutions

71

Agenda

bull Devolution a quick view

bull The need for changing behaviors

bull Why change your mindset

bull Some techniques for digital disruption

bull An architecture for devolution

bull Disruptive ideas

bull Questions amp answers

72

Devolution

A little history about devolution

bull Historically UK raises 75 tax revenue centrally and 25 public expenditure is by Local Government

bull June 2014 George Osborne made lsquoNorthern Powerhousersquo speech

bull Central UK Government to devolve powers and budgets to willing regions including tax raising powers

bull Greater Manchester first to strike deal with Treasury in November 2014

73

74

UKrsquos combined authorities

A list of UK combined authorities

bull Greater Manchester Combined Authority ndash 2011

bull Sheffield City Region Combined Authority ndash 2014

bull North East Combined Authority ndash 2014

bull Liverpool City Region Combined Authority ndash 2014

bull West Yorkshire Combined Authority ndash 2014

bull West Midlands Combined Authority ndash 2016

75

Greater Manchester combined authority

Population 28m Health and Social budget pound6bn 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

bull Have signed a proposed devolution agreement to drive economic growth and bring investment to the North East

bull Not until early 2016 will decide to formally approve the proposed devolution agreement

78

Greater Manchesterrsquos devolution

New powers gained through devolution Variable business rates setting powers More control of transport New planning powers pound300m for housing resulting in 15000 new homes being built over the next decade More funding to get 50000 people back into work More budget to support local businesses

Will also control long-term health and social care spending with budget of pound6bn for 201617

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 commissionerrsquos 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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

Real business benefit

55

Task Previous New

Job Management Information scattered over 5 screens

Single screen

Job Management Information on several screens

Todayrsquos 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 amp paper process Punch errors resulting in costs being booked to wrong job and impacting stock take

Zero errors

Manual input amp 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 cataloguersquos and user manuals

All online and automatically up to date

Surrey County Councilrsquos rapid delivery of HR self-service

Tahiana Jefferis Application Portfolio Manager ERP Surrey County Council

57

Agenda

bull Overview

bull Project overview

bull Business case

bull Highlights from your quality approach

bull Rapid time to value and TCITCO

bull Demonstration

bull Key challenges and success factors

bull Actual business benefits achieved

bull Questions

58

Overview

Who we are Surrey County Council Location Kingston upon ThamesNo employees 30 400

Live with SAP since 2004 ECC 60 SRM Enterprise Portal (ESSMSS) BW BOBj BPC and GRC 8000 system users Partnership with East Sussex County Council and others on the way called ldquoorbisrdquo

59

Overview

Who we are Surrey County Council Location Kingston upon ThamesNo employees 30 400

Live with SAP since 2004 ECC 60 SRM Enterprise Portal (ESSMSS) BW BOBJ BPC and GRC 8000 system users Partnership with East Sussex County Council and others on the way called ldquoorbisrdquo

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 8000 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 ndash 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 8000 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 DEVQASPROD) 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 lsquoteamrsquo 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 ie Yammer The Bluefin approach using Agile techniques into the robust PRINCEII and ASAP

delivery methodology

65

Rapid time-to-value and TCITCO

Achieved Rapid Time to Value delivery Use of standadised SAP business processes (HCM) and 8020 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 lsquoreal timersquo 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 lsquoout-of-boxrsquo 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 4000 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 ndashthe need for changing behaviors

Andrew Gunn Director Public Sector Bluefin Solutions

71

Agenda

bull Devolution a quick view

bull The need for changing behaviors

bull Why change your mindset

bull Some techniques for digital disruption

bull An architecture for devolution

bull Disruptive ideas

bull Questions amp answers

72

Devolution

A little history about devolution

bull Historically UK raises 75 tax revenue centrally and 25 public expenditure is by Local Government

bull June 2014 George Osborne made lsquoNorthern Powerhousersquo speech

bull Central UK Government to devolve powers and budgets to willing regions including tax raising powers

bull Greater Manchester first to strike deal with Treasury in November 2014

73

74

UKrsquos combined authorities

A list of UK combined authorities

bull Greater Manchester Combined Authority ndash 2011

bull Sheffield City Region Combined Authority ndash 2014

bull North East Combined Authority ndash 2014

bull Liverpool City Region Combined Authority ndash 2014

bull West Yorkshire Combined Authority ndash 2014

bull West Midlands Combined Authority ndash 2016

75

Greater Manchester combined authority

Population 28m Health and Social budget pound6bn 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

bull Have signed a proposed devolution agreement to drive economic growth and bring investment to the North East

bull Not until early 2016 will decide to formally approve the proposed devolution agreement

78

Greater Manchesterrsquos devolution

New powers gained through devolution Variable business rates setting powers More control of transport New planning powers pound300m for housing resulting in 15000 new homes being built over the next decade More funding to get 50000 people back into work More budget to support local businesses

Will also control long-term health and social care spending with budget of pound6bn for 201617

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 commissionerrsquos 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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

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 amp paper process Punch errors resulting in costs being booked to wrong job and impacting stock take

Zero errors

Manual input amp 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 cataloguersquos and user manuals

All online and automatically up to date

Surrey County Councilrsquos rapid delivery of HR self-service

Tahiana Jefferis Application Portfolio Manager ERP Surrey County Council

57

Agenda

bull Overview

bull Project overview

bull Business case

bull Highlights from your quality approach

bull Rapid time to value and TCITCO

bull Demonstration

bull Key challenges and success factors

bull Actual business benefits achieved

bull Questions

58

Overview

Who we are Surrey County Council Location Kingston upon ThamesNo employees 30 400

Live with SAP since 2004 ECC 60 SRM Enterprise Portal (ESSMSS) BW BOBj BPC and GRC 8000 system users Partnership with East Sussex County Council and others on the way called ldquoorbisrdquo

59

Overview

Who we are Surrey County Council Location Kingston upon ThamesNo employees 30 400

Live with SAP since 2004 ECC 60 SRM Enterprise Portal (ESSMSS) BW BOBJ BPC and GRC 8000 system users Partnership with East Sussex County Council and others on the way called ldquoorbisrdquo

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 8000 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 ndash 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 8000 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 DEVQASPROD) 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 lsquoteamrsquo 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 ie Yammer The Bluefin approach using Agile techniques into the robust PRINCEII and ASAP

delivery methodology

65

Rapid time-to-value and TCITCO

Achieved Rapid Time to Value delivery Use of standadised SAP business processes (HCM) and 8020 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 lsquoreal timersquo 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 lsquoout-of-boxrsquo 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 4000 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 ndashthe need for changing behaviors

Andrew Gunn Director Public Sector Bluefin Solutions

71

Agenda

bull Devolution a quick view

bull The need for changing behaviors

bull Why change your mindset

bull Some techniques for digital disruption

bull An architecture for devolution

bull Disruptive ideas

bull Questions amp answers

72

Devolution

A little history about devolution

bull Historically UK raises 75 tax revenue centrally and 25 public expenditure is by Local Government

bull June 2014 George Osborne made lsquoNorthern Powerhousersquo speech

bull Central UK Government to devolve powers and budgets to willing regions including tax raising powers

bull Greater Manchester first to strike deal with Treasury in November 2014

73

74

UKrsquos combined authorities

A list of UK combined authorities

bull Greater Manchester Combined Authority ndash 2011

bull Sheffield City Region Combined Authority ndash 2014

bull North East Combined Authority ndash 2014

bull Liverpool City Region Combined Authority ndash 2014

bull West Yorkshire Combined Authority ndash 2014

bull West Midlands Combined Authority ndash 2016

75

Greater Manchester combined authority

Population 28m Health and Social budget pound6bn 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

bull Have signed a proposed devolution agreement to drive economic growth and bring investment to the North East

bull Not until early 2016 will decide to formally approve the proposed devolution agreement

78

Greater Manchesterrsquos devolution

New powers gained through devolution Variable business rates setting powers More control of transport New planning powers pound300m for housing resulting in 15000 new homes being built over the next decade More funding to get 50000 people back into work More budget to support local businesses

Will also control long-term health and social care spending with budget of pound6bn for 201617

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 commissionerrsquos 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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

Surrey County Councilrsquos rapid delivery of HR self-service

Tahiana Jefferis Application Portfolio Manager ERP Surrey County Council

57

Agenda

bull Overview

bull Project overview

bull Business case

bull Highlights from your quality approach

bull Rapid time to value and TCITCO

bull Demonstration

bull Key challenges and success factors

bull Actual business benefits achieved

bull Questions

58

Overview

Who we are Surrey County Council Location Kingston upon ThamesNo employees 30 400

Live with SAP since 2004 ECC 60 SRM Enterprise Portal (ESSMSS) BW BOBj BPC and GRC 8000 system users Partnership with East Sussex County Council and others on the way called ldquoorbisrdquo

59

Overview

Who we are Surrey County Council Location Kingston upon ThamesNo employees 30 400

Live with SAP since 2004 ECC 60 SRM Enterprise Portal (ESSMSS) BW BOBJ BPC and GRC 8000 system users Partnership with East Sussex County Council and others on the way called ldquoorbisrdquo

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 8000 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 ndash 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 8000 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 DEVQASPROD) 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 lsquoteamrsquo 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 ie Yammer The Bluefin approach using Agile techniques into the robust PRINCEII and ASAP

delivery methodology

65

Rapid time-to-value and TCITCO

Achieved Rapid Time to Value delivery Use of standadised SAP business processes (HCM) and 8020 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 lsquoreal timersquo 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 lsquoout-of-boxrsquo 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 4000 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 ndashthe need for changing behaviors

Andrew Gunn Director Public Sector Bluefin Solutions

71

Agenda

bull Devolution a quick view

bull The need for changing behaviors

bull Why change your mindset

bull Some techniques for digital disruption

bull An architecture for devolution

bull Disruptive ideas

bull Questions amp answers

72

Devolution

A little history about devolution

bull Historically UK raises 75 tax revenue centrally and 25 public expenditure is by Local Government

bull June 2014 George Osborne made lsquoNorthern Powerhousersquo speech

bull Central UK Government to devolve powers and budgets to willing regions including tax raising powers

bull Greater Manchester first to strike deal with Treasury in November 2014

73

74

UKrsquos combined authorities

A list of UK combined authorities

bull Greater Manchester Combined Authority ndash 2011

bull Sheffield City Region Combined Authority ndash 2014

bull North East Combined Authority ndash 2014

bull Liverpool City Region Combined Authority ndash 2014

bull West Yorkshire Combined Authority ndash 2014

bull West Midlands Combined Authority ndash 2016

75

Greater Manchester combined authority

Population 28m Health and Social budget pound6bn 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

bull Have signed a proposed devolution agreement to drive economic growth and bring investment to the North East

bull Not until early 2016 will decide to formally approve the proposed devolution agreement

78

Greater Manchesterrsquos devolution

New powers gained through devolution Variable business rates setting powers More control of transport New planning powers pound300m for housing resulting in 15000 new homes being built over the next decade More funding to get 50000 people back into work More budget to support local businesses

Will also control long-term health and social care spending with budget of pound6bn for 201617

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 commissionerrsquos 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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

Agenda

bull Overview

bull Project overview

bull Business case

bull Highlights from your quality approach

bull Rapid time to value and TCITCO

bull Demonstration

bull Key challenges and success factors

bull Actual business benefits achieved

bull Questions

58

Overview

Who we are Surrey County Council Location Kingston upon ThamesNo employees 30 400

Live with SAP since 2004 ECC 60 SRM Enterprise Portal (ESSMSS) BW BOBj BPC and GRC 8000 system users Partnership with East Sussex County Council and others on the way called ldquoorbisrdquo

59

Overview

Who we are Surrey County Council Location Kingston upon ThamesNo employees 30 400

Live with SAP since 2004 ECC 60 SRM Enterprise Portal (ESSMSS) BW BOBJ BPC and GRC 8000 system users Partnership with East Sussex County Council and others on the way called ldquoorbisrdquo

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 8000 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 ndash 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 8000 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 DEVQASPROD) 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 lsquoteamrsquo 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 ie Yammer The Bluefin approach using Agile techniques into the robust PRINCEII and ASAP

delivery methodology

65

Rapid time-to-value and TCITCO

Achieved Rapid Time to Value delivery Use of standadised SAP business processes (HCM) and 8020 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 lsquoreal timersquo 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 lsquoout-of-boxrsquo 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 4000 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 ndashthe need for changing behaviors

Andrew Gunn Director Public Sector Bluefin Solutions

71

Agenda

bull Devolution a quick view

bull The need for changing behaviors

bull Why change your mindset

bull Some techniques for digital disruption

bull An architecture for devolution

bull Disruptive ideas

bull Questions amp answers

72

Devolution

A little history about devolution

bull Historically UK raises 75 tax revenue centrally and 25 public expenditure is by Local Government

bull June 2014 George Osborne made lsquoNorthern Powerhousersquo speech

bull Central UK Government to devolve powers and budgets to willing regions including tax raising powers

bull Greater Manchester first to strike deal with Treasury in November 2014

73

74

UKrsquos combined authorities

A list of UK combined authorities

bull Greater Manchester Combined Authority ndash 2011

bull Sheffield City Region Combined Authority ndash 2014

bull North East Combined Authority ndash 2014

bull Liverpool City Region Combined Authority ndash 2014

bull West Yorkshire Combined Authority ndash 2014

bull West Midlands Combined Authority ndash 2016

75

Greater Manchester combined authority

Population 28m Health and Social budget pound6bn 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

bull Have signed a proposed devolution agreement to drive economic growth and bring investment to the North East

bull Not until early 2016 will decide to formally approve the proposed devolution agreement

78

Greater Manchesterrsquos devolution

New powers gained through devolution Variable business rates setting powers More control of transport New planning powers pound300m for housing resulting in 15000 new homes being built over the next decade More funding to get 50000 people back into work More budget to support local businesses

Will also control long-term health and social care spending with budget of pound6bn for 201617

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 commissionerrsquos 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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

Overview

Who we are Surrey County Council Location Kingston upon ThamesNo employees 30 400

Live with SAP since 2004 ECC 60 SRM Enterprise Portal (ESSMSS) BW BOBj BPC and GRC 8000 system users Partnership with East Sussex County Council and others on the way called ldquoorbisrdquo

59

Overview

Who we are Surrey County Council Location Kingston upon ThamesNo employees 30 400

Live with SAP since 2004 ECC 60 SRM Enterprise Portal (ESSMSS) BW BOBJ BPC and GRC 8000 system users Partnership with East Sussex County Council and others on the way called ldquoorbisrdquo

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 8000 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 ndash 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 8000 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 DEVQASPROD) 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 lsquoteamrsquo 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 ie Yammer The Bluefin approach using Agile techniques into the robust PRINCEII and ASAP

delivery methodology

65

Rapid time-to-value and TCITCO

Achieved Rapid Time to Value delivery Use of standadised SAP business processes (HCM) and 8020 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 lsquoreal timersquo 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 lsquoout-of-boxrsquo 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 4000 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 ndashthe need for changing behaviors

Andrew Gunn Director Public Sector Bluefin Solutions

71

Agenda

bull Devolution a quick view

bull The need for changing behaviors

bull Why change your mindset

bull Some techniques for digital disruption

bull An architecture for devolution

bull Disruptive ideas

bull Questions amp answers

72

Devolution

A little history about devolution

bull Historically UK raises 75 tax revenue centrally and 25 public expenditure is by Local Government

bull June 2014 George Osborne made lsquoNorthern Powerhousersquo speech

bull Central UK Government to devolve powers and budgets to willing regions including tax raising powers

bull Greater Manchester first to strike deal with Treasury in November 2014

73

74

UKrsquos combined authorities

A list of UK combined authorities

bull Greater Manchester Combined Authority ndash 2011

bull Sheffield City Region Combined Authority ndash 2014

bull North East Combined Authority ndash 2014

bull Liverpool City Region Combined Authority ndash 2014

bull West Yorkshire Combined Authority ndash 2014

bull West Midlands Combined Authority ndash 2016

75

Greater Manchester combined authority

Population 28m Health and Social budget pound6bn 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

bull Have signed a proposed devolution agreement to drive economic growth and bring investment to the North East

bull Not until early 2016 will decide to formally approve the proposed devolution agreement

78

Greater Manchesterrsquos devolution

New powers gained through devolution Variable business rates setting powers More control of transport New planning powers pound300m for housing resulting in 15000 new homes being built over the next decade More funding to get 50000 people back into work More budget to support local businesses

Will also control long-term health and social care spending with budget of pound6bn for 201617

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 commissionerrsquos 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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

Overview

Who we are Surrey County Council Location Kingston upon ThamesNo employees 30 400

Live with SAP since 2004 ECC 60 SRM Enterprise Portal (ESSMSS) BW BOBJ BPC and GRC 8000 system users Partnership with East Sussex County Council and others on the way called ldquoorbisrdquo

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 8000 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 ndash 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 8000 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 DEVQASPROD) 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 lsquoteamrsquo 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 ie Yammer The Bluefin approach using Agile techniques into the robust PRINCEII and ASAP

delivery methodology

65

Rapid time-to-value and TCITCO

Achieved Rapid Time to Value delivery Use of standadised SAP business processes (HCM) and 8020 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 lsquoreal timersquo 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 lsquoout-of-boxrsquo 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 4000 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 ndashthe need for changing behaviors

Andrew Gunn Director Public Sector Bluefin Solutions

71

Agenda

bull Devolution a quick view

bull The need for changing behaviors

bull Why change your mindset

bull Some techniques for digital disruption

bull An architecture for devolution

bull Disruptive ideas

bull Questions amp answers

72

Devolution

A little history about devolution

bull Historically UK raises 75 tax revenue centrally and 25 public expenditure is by Local Government

bull June 2014 George Osborne made lsquoNorthern Powerhousersquo speech

bull Central UK Government to devolve powers and budgets to willing regions including tax raising powers

bull Greater Manchester first to strike deal with Treasury in November 2014

73

74

UKrsquos combined authorities

A list of UK combined authorities

bull Greater Manchester Combined Authority ndash 2011

bull Sheffield City Region Combined Authority ndash 2014

bull North East Combined Authority ndash 2014

bull Liverpool City Region Combined Authority ndash 2014

bull West Yorkshire Combined Authority ndash 2014

bull West Midlands Combined Authority ndash 2016

75

Greater Manchester combined authority

Population 28m Health and Social budget pound6bn 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

bull Have signed a proposed devolution agreement to drive economic growth and bring investment to the North East

bull Not until early 2016 will decide to formally approve the proposed devolution agreement

78

Greater Manchesterrsquos devolution

New powers gained through devolution Variable business rates setting powers More control of transport New planning powers pound300m for housing resulting in 15000 new homes being built over the next decade More funding to get 50000 people back into work More budget to support local businesses

Will also control long-term health and social care spending with budget of pound6bn for 201617

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 commissionerrsquos 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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

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 8000 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 ndash 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 8000 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 DEVQASPROD) 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 lsquoteamrsquo 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 ie Yammer The Bluefin approach using Agile techniques into the robust PRINCEII and ASAP

delivery methodology

65

Rapid time-to-value and TCITCO

Achieved Rapid Time to Value delivery Use of standadised SAP business processes (HCM) and 8020 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 lsquoreal timersquo 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 lsquoout-of-boxrsquo 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 4000 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 ndashthe need for changing behaviors

Andrew Gunn Director Public Sector Bluefin Solutions

71

Agenda

bull Devolution a quick view

bull The need for changing behaviors

bull Why change your mindset

bull Some techniques for digital disruption

bull An architecture for devolution

bull Disruptive ideas

bull Questions amp answers

72

Devolution

A little history about devolution

bull Historically UK raises 75 tax revenue centrally and 25 public expenditure is by Local Government

bull June 2014 George Osborne made lsquoNorthern Powerhousersquo speech

bull Central UK Government to devolve powers and budgets to willing regions including tax raising powers

bull Greater Manchester first to strike deal with Treasury in November 2014

73

74

UKrsquos combined authorities

A list of UK combined authorities

bull Greater Manchester Combined Authority ndash 2011

bull Sheffield City Region Combined Authority ndash 2014

bull North East Combined Authority ndash 2014

bull Liverpool City Region Combined Authority ndash 2014

bull West Yorkshire Combined Authority ndash 2014

bull West Midlands Combined Authority ndash 2016

75

Greater Manchester combined authority

Population 28m Health and Social budget pound6bn 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

bull Have signed a proposed devolution agreement to drive economic growth and bring investment to the North East

bull Not until early 2016 will decide to formally approve the proposed devolution agreement

78

Greater Manchesterrsquos devolution

New powers gained through devolution Variable business rates setting powers More control of transport New planning powers pound300m for housing resulting in 15000 new homes being built over the next decade More funding to get 50000 people back into work More budget to support local businesses

Will also control long-term health and social care spending with budget of pound6bn for 201617

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 commissionerrsquos 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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

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 ndash 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 8000 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 DEVQASPROD) 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 lsquoteamrsquo 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 ie Yammer The Bluefin approach using Agile techniques into the robust PRINCEII and ASAP

delivery methodology

65

Rapid time-to-value and TCITCO

Achieved Rapid Time to Value delivery Use of standadised SAP business processes (HCM) and 8020 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 lsquoreal timersquo 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 lsquoout-of-boxrsquo 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 4000 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 ndashthe need for changing behaviors

Andrew Gunn Director Public Sector Bluefin Solutions

71

Agenda

bull Devolution a quick view

bull The need for changing behaviors

bull Why change your mindset

bull Some techniques for digital disruption

bull An architecture for devolution

bull Disruptive ideas

bull Questions amp answers

72

Devolution

A little history about devolution

bull Historically UK raises 75 tax revenue centrally and 25 public expenditure is by Local Government

bull June 2014 George Osborne made lsquoNorthern Powerhousersquo speech

bull Central UK Government to devolve powers and budgets to willing regions including tax raising powers

bull Greater Manchester first to strike deal with Treasury in November 2014

73

74

UKrsquos combined authorities

A list of UK combined authorities

bull Greater Manchester Combined Authority ndash 2011

bull Sheffield City Region Combined Authority ndash 2014

bull North East Combined Authority ndash 2014

bull Liverpool City Region Combined Authority ndash 2014

bull West Yorkshire Combined Authority ndash 2014

bull West Midlands Combined Authority ndash 2016

75

Greater Manchester combined authority

Population 28m Health and Social budget pound6bn 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

bull Have signed a proposed devolution agreement to drive economic growth and bring investment to the North East

bull Not until early 2016 will decide to formally approve the proposed devolution agreement

78

Greater Manchesterrsquos devolution

New powers gained through devolution Variable business rates setting powers More control of transport New planning powers pound300m for housing resulting in 15000 new homes being built over the next decade More funding to get 50000 people back into work More budget to support local businesses

Will also control long-term health and social care spending with budget of pound6bn for 201617

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 commissionerrsquos 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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

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 8000 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 DEVQASPROD) 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 lsquoteamrsquo 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 ie Yammer The Bluefin approach using Agile techniques into the robust PRINCEII and ASAP

delivery methodology

65

Rapid time-to-value and TCITCO

Achieved Rapid Time to Value delivery Use of standadised SAP business processes (HCM) and 8020 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 lsquoreal timersquo 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 lsquoout-of-boxrsquo 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 4000 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 ndashthe need for changing behaviors

Andrew Gunn Director Public Sector Bluefin Solutions

71

Agenda

bull Devolution a quick view

bull The need for changing behaviors

bull Why change your mindset

bull Some techniques for digital disruption

bull An architecture for devolution

bull Disruptive ideas

bull Questions amp answers

72

Devolution

A little history about devolution

bull Historically UK raises 75 tax revenue centrally and 25 public expenditure is by Local Government

bull June 2014 George Osborne made lsquoNorthern Powerhousersquo speech

bull Central UK Government to devolve powers and budgets to willing regions including tax raising powers

bull Greater Manchester first to strike deal with Treasury in November 2014

73

74

UKrsquos combined authorities

A list of UK combined authorities

bull Greater Manchester Combined Authority ndash 2011

bull Sheffield City Region Combined Authority ndash 2014

bull North East Combined Authority ndash 2014

bull Liverpool City Region Combined Authority ndash 2014

bull West Yorkshire Combined Authority ndash 2014

bull West Midlands Combined Authority ndash 2016

75

Greater Manchester combined authority

Population 28m Health and Social budget pound6bn 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

bull Have signed a proposed devolution agreement to drive economic growth and bring investment to the North East

bull Not until early 2016 will decide to formally approve the proposed devolution agreement

78

Greater Manchesterrsquos devolution

New powers gained through devolution Variable business rates setting powers More control of transport New planning powers pound300m for housing resulting in 15000 new homes being built over the next decade More funding to get 50000 people back into work More budget to support local businesses

Will also control long-term health and social care spending with budget of pound6bn for 201617

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 commissionerrsquos 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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

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 DEVQASPROD) 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 lsquoteamrsquo 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 ie Yammer The Bluefin approach using Agile techniques into the robust PRINCEII and ASAP

delivery methodology

65

Rapid time-to-value and TCITCO

Achieved Rapid Time to Value delivery Use of standadised SAP business processes (HCM) and 8020 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 lsquoreal timersquo 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 lsquoout-of-boxrsquo 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 4000 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 ndashthe need for changing behaviors

Andrew Gunn Director Public Sector Bluefin Solutions

71

Agenda

bull Devolution a quick view

bull The need for changing behaviors

bull Why change your mindset

bull Some techniques for digital disruption

bull An architecture for devolution

bull Disruptive ideas

bull Questions amp answers

72

Devolution

A little history about devolution

bull Historically UK raises 75 tax revenue centrally and 25 public expenditure is by Local Government

bull June 2014 George Osborne made lsquoNorthern Powerhousersquo speech

bull Central UK Government to devolve powers and budgets to willing regions including tax raising powers

bull Greater Manchester first to strike deal with Treasury in November 2014

73

74

UKrsquos combined authorities

A list of UK combined authorities

bull Greater Manchester Combined Authority ndash 2011

bull Sheffield City Region Combined Authority ndash 2014

bull North East Combined Authority ndash 2014

bull Liverpool City Region Combined Authority ndash 2014

bull West Yorkshire Combined Authority ndash 2014

bull West Midlands Combined Authority ndash 2016

75

Greater Manchester combined authority

Population 28m Health and Social budget pound6bn 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

bull Have signed a proposed devolution agreement to drive economic growth and bring investment to the North East

bull Not until early 2016 will decide to formally approve the proposed devolution agreement

78

Greater Manchesterrsquos devolution

New powers gained through devolution Variable business rates setting powers More control of transport New planning powers pound300m for housing resulting in 15000 new homes being built over the next decade More funding to get 50000 people back into work More budget to support local businesses

Will also control long-term health and social care spending with budget of pound6bn for 201617

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 commissionerrsquos 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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

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 ie Yammer The Bluefin approach using Agile techniques into the robust PRINCEII and ASAP

delivery methodology

65

Rapid time-to-value and TCITCO

Achieved Rapid Time to Value delivery Use of standadised SAP business processes (HCM) and 8020 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 lsquoreal timersquo 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 lsquoout-of-boxrsquo 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 4000 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 ndashthe need for changing behaviors

Andrew Gunn Director Public Sector Bluefin Solutions

71

Agenda

bull Devolution a quick view

bull The need for changing behaviors

bull Why change your mindset

bull Some techniques for digital disruption

bull An architecture for devolution

bull Disruptive ideas

bull Questions amp answers

72

Devolution

A little history about devolution

bull Historically UK raises 75 tax revenue centrally and 25 public expenditure is by Local Government

bull June 2014 George Osborne made lsquoNorthern Powerhousersquo speech

bull Central UK Government to devolve powers and budgets to willing regions including tax raising powers

bull Greater Manchester first to strike deal with Treasury in November 2014

73

74

UKrsquos combined authorities

A list of UK combined authorities

bull Greater Manchester Combined Authority ndash 2011

bull Sheffield City Region Combined Authority ndash 2014

bull North East Combined Authority ndash 2014

bull Liverpool City Region Combined Authority ndash 2014

bull West Yorkshire Combined Authority ndash 2014

bull West Midlands Combined Authority ndash 2016

75

Greater Manchester combined authority

Population 28m Health and Social budget pound6bn 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

bull Have signed a proposed devolution agreement to drive economic growth and bring investment to the North East

bull Not until early 2016 will decide to formally approve the proposed devolution agreement

78

Greater Manchesterrsquos devolution

New powers gained through devolution Variable business rates setting powers More control of transport New planning powers pound300m for housing resulting in 15000 new homes being built over the next decade More funding to get 50000 people back into work More budget to support local businesses

Will also control long-term health and social care spending with budget of pound6bn for 201617

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 commissionerrsquos 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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

Rapid time-to-value and TCITCO

Achieved Rapid Time to Value delivery Use of standadised SAP business processes (HCM) and 8020 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 lsquoreal timersquo 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 lsquoout-of-boxrsquo 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 4000 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 ndashthe need for changing behaviors

Andrew Gunn Director Public Sector Bluefin Solutions

71

Agenda

bull Devolution a quick view

bull The need for changing behaviors

bull Why change your mindset

bull Some techniques for digital disruption

bull An architecture for devolution

bull Disruptive ideas

bull Questions amp answers

72

Devolution

A little history about devolution

bull Historically UK raises 75 tax revenue centrally and 25 public expenditure is by Local Government

bull June 2014 George Osborne made lsquoNorthern Powerhousersquo speech

bull Central UK Government to devolve powers and budgets to willing regions including tax raising powers

bull Greater Manchester first to strike deal with Treasury in November 2014

73

74

UKrsquos combined authorities

A list of UK combined authorities

bull Greater Manchester Combined Authority ndash 2011

bull Sheffield City Region Combined Authority ndash 2014

bull North East Combined Authority ndash 2014

bull Liverpool City Region Combined Authority ndash 2014

bull West Yorkshire Combined Authority ndash 2014

bull West Midlands Combined Authority ndash 2016

75

Greater Manchester combined authority

Population 28m Health and Social budget pound6bn 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

bull Have signed a proposed devolution agreement to drive economic growth and bring investment to the North East

bull Not until early 2016 will decide to formally approve the proposed devolution agreement

78

Greater Manchesterrsquos devolution

New powers gained through devolution Variable business rates setting powers More control of transport New planning powers pound300m for housing resulting in 15000 new homes being built over the next decade More funding to get 50000 people back into work More budget to support local businesses

Will also control long-term health and social care spending with budget of pound6bn for 201617

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 commissionerrsquos 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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

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 lsquoout-of-boxrsquo 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 4000 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 ndashthe need for changing behaviors

Andrew Gunn Director Public Sector Bluefin Solutions

71

Agenda

bull Devolution a quick view

bull The need for changing behaviors

bull Why change your mindset

bull Some techniques for digital disruption

bull An architecture for devolution

bull Disruptive ideas

bull Questions amp answers

72

Devolution

A little history about devolution

bull Historically UK raises 75 tax revenue centrally and 25 public expenditure is by Local Government

bull June 2014 George Osborne made lsquoNorthern Powerhousersquo speech

bull Central UK Government to devolve powers and budgets to willing regions including tax raising powers

bull Greater Manchester first to strike deal with Treasury in November 2014

73

74

UKrsquos combined authorities

A list of UK combined authorities

bull Greater Manchester Combined Authority ndash 2011

bull Sheffield City Region Combined Authority ndash 2014

bull North East Combined Authority ndash 2014

bull Liverpool City Region Combined Authority ndash 2014

bull West Yorkshire Combined Authority ndash 2014

bull West Midlands Combined Authority ndash 2016

75

Greater Manchester combined authority

Population 28m Health and Social budget pound6bn 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

bull Have signed a proposed devolution agreement to drive economic growth and bring investment to the North East

bull Not until early 2016 will decide to formally approve the proposed devolution agreement

78

Greater Manchesterrsquos devolution

New powers gained through devolution Variable business rates setting powers More control of transport New planning powers pound300m for housing resulting in 15000 new homes being built over the next decade More funding to get 50000 people back into work More budget to support local businesses

Will also control long-term health and social care spending with budget of pound6bn for 201617

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 commissionerrsquos 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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

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 4000 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 ndashthe need for changing behaviors

Andrew Gunn Director Public Sector Bluefin Solutions

71

Agenda

bull Devolution a quick view

bull The need for changing behaviors

bull Why change your mindset

bull Some techniques for digital disruption

bull An architecture for devolution

bull Disruptive ideas

bull Questions amp answers

72

Devolution

A little history about devolution

bull Historically UK raises 75 tax revenue centrally and 25 public expenditure is by Local Government

bull June 2014 George Osborne made lsquoNorthern Powerhousersquo speech

bull Central UK Government to devolve powers and budgets to willing regions including tax raising powers

bull Greater Manchester first to strike deal with Treasury in November 2014

73

74

UKrsquos combined authorities

A list of UK combined authorities

bull Greater Manchester Combined Authority ndash 2011

bull Sheffield City Region Combined Authority ndash 2014

bull North East Combined Authority ndash 2014

bull Liverpool City Region Combined Authority ndash 2014

bull West Yorkshire Combined Authority ndash 2014

bull West Midlands Combined Authority ndash 2016

75

Greater Manchester combined authority

Population 28m Health and Social budget pound6bn 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

bull Have signed a proposed devolution agreement to drive economic growth and bring investment to the North East

bull Not until early 2016 will decide to formally approve the proposed devolution agreement

78

Greater Manchesterrsquos devolution

New powers gained through devolution Variable business rates setting powers More control of transport New planning powers pound300m for housing resulting in 15000 new homes being built over the next decade More funding to get 50000 people back into work More budget to support local businesses

Will also control long-term health and social care spending with budget of pound6bn for 201617

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 commissionerrsquos 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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

Actual business benefits achieved

Time saving For 4000 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 ndashthe need for changing behaviors

Andrew Gunn Director Public Sector Bluefin Solutions

71

Agenda

bull Devolution a quick view

bull The need for changing behaviors

bull Why change your mindset

bull Some techniques for digital disruption

bull An architecture for devolution

bull Disruptive ideas

bull Questions amp answers

72

Devolution

A little history about devolution

bull Historically UK raises 75 tax revenue centrally and 25 public expenditure is by Local Government

bull June 2014 George Osborne made lsquoNorthern Powerhousersquo speech

bull Central UK Government to devolve powers and budgets to willing regions including tax raising powers

bull Greater Manchester first to strike deal with Treasury in November 2014

73

74

UKrsquos combined authorities

A list of UK combined authorities

bull Greater Manchester Combined Authority ndash 2011

bull Sheffield City Region Combined Authority ndash 2014

bull North East Combined Authority ndash 2014

bull Liverpool City Region Combined Authority ndash 2014

bull West Yorkshire Combined Authority ndash 2014

bull West Midlands Combined Authority ndash 2016

75

Greater Manchester combined authority

Population 28m Health and Social budget pound6bn 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

bull Have signed a proposed devolution agreement to drive economic growth and bring investment to the North East

bull Not until early 2016 will decide to formally approve the proposed devolution agreement

78

Greater Manchesterrsquos devolution

New powers gained through devolution Variable business rates setting powers More control of transport New planning powers pound300m for housing resulting in 15000 new homes being built over the next decade More funding to get 50000 people back into work More budget to support local businesses

Will also control long-term health and social care spending with budget of pound6bn for 201617

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 commissionerrsquos 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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

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 ndashthe need for changing behaviors

Andrew Gunn Director Public Sector Bluefin Solutions

71

Agenda

bull Devolution a quick view

bull The need for changing behaviors

bull Why change your mindset

bull Some techniques for digital disruption

bull An architecture for devolution

bull Disruptive ideas

bull Questions amp answers

72

Devolution

A little history about devolution

bull Historically UK raises 75 tax revenue centrally and 25 public expenditure is by Local Government

bull June 2014 George Osborne made lsquoNorthern Powerhousersquo speech

bull Central UK Government to devolve powers and budgets to willing regions including tax raising powers

bull Greater Manchester first to strike deal with Treasury in November 2014

73

74

UKrsquos combined authorities

A list of UK combined authorities

bull Greater Manchester Combined Authority ndash 2011

bull Sheffield City Region Combined Authority ndash 2014

bull North East Combined Authority ndash 2014

bull Liverpool City Region Combined Authority ndash 2014

bull West Yorkshire Combined Authority ndash 2014

bull West Midlands Combined Authority ndash 2016

75

Greater Manchester combined authority

Population 28m Health and Social budget pound6bn 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

bull Have signed a proposed devolution agreement to drive economic growth and bring investment to the North East

bull Not until early 2016 will decide to formally approve the proposed devolution agreement

78

Greater Manchesterrsquos devolution

New powers gained through devolution Variable business rates setting powers More control of transport New planning powers pound300m for housing resulting in 15000 new homes being built over the next decade More funding to get 50000 people back into work More budget to support local businesses

Will also control long-term health and social care spending with budget of pound6bn for 201617

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 commissionerrsquos 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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

Devolution and the digital mindset ndashthe need for changing behaviors

Andrew Gunn Director Public Sector Bluefin Solutions

71

Agenda

bull Devolution a quick view

bull The need for changing behaviors

bull Why change your mindset

bull Some techniques for digital disruption

bull An architecture for devolution

bull Disruptive ideas

bull Questions amp answers

72

Devolution

A little history about devolution

bull Historically UK raises 75 tax revenue centrally and 25 public expenditure is by Local Government

bull June 2014 George Osborne made lsquoNorthern Powerhousersquo speech

bull Central UK Government to devolve powers and budgets to willing regions including tax raising powers

bull Greater Manchester first to strike deal with Treasury in November 2014

73

74

UKrsquos combined authorities

A list of UK combined authorities

bull Greater Manchester Combined Authority ndash 2011

bull Sheffield City Region Combined Authority ndash 2014

bull North East Combined Authority ndash 2014

bull Liverpool City Region Combined Authority ndash 2014

bull West Yorkshire Combined Authority ndash 2014

bull West Midlands Combined Authority ndash 2016

75

Greater Manchester combined authority

Population 28m Health and Social budget pound6bn 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

bull Have signed a proposed devolution agreement to drive economic growth and bring investment to the North East

bull Not until early 2016 will decide to formally approve the proposed devolution agreement

78

Greater Manchesterrsquos devolution

New powers gained through devolution Variable business rates setting powers More control of transport New planning powers pound300m for housing resulting in 15000 new homes being built over the next decade More funding to get 50000 people back into work More budget to support local businesses

Will also control long-term health and social care spending with budget of pound6bn for 201617

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 commissionerrsquos 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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

Agenda

bull Devolution a quick view

bull The need for changing behaviors

bull Why change your mindset

bull Some techniques for digital disruption

bull An architecture for devolution

bull Disruptive ideas

bull Questions amp answers

72

Devolution

A little history about devolution

bull Historically UK raises 75 tax revenue centrally and 25 public expenditure is by Local Government

bull June 2014 George Osborne made lsquoNorthern Powerhousersquo speech

bull Central UK Government to devolve powers and budgets to willing regions including tax raising powers

bull Greater Manchester first to strike deal with Treasury in November 2014

73

74

UKrsquos combined authorities

A list of UK combined authorities

bull Greater Manchester Combined Authority ndash 2011

bull Sheffield City Region Combined Authority ndash 2014

bull North East Combined Authority ndash 2014

bull Liverpool City Region Combined Authority ndash 2014

bull West Yorkshire Combined Authority ndash 2014

bull West Midlands Combined Authority ndash 2016

75

Greater Manchester combined authority

Population 28m Health and Social budget pound6bn 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

bull Have signed a proposed devolution agreement to drive economic growth and bring investment to the North East

bull Not until early 2016 will decide to formally approve the proposed devolution agreement

78

Greater Manchesterrsquos devolution

New powers gained through devolution Variable business rates setting powers More control of transport New planning powers pound300m for housing resulting in 15000 new homes being built over the next decade More funding to get 50000 people back into work More budget to support local businesses

Will also control long-term health and social care spending with budget of pound6bn for 201617

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 commissionerrsquos 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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

Devolution

A little history about devolution

bull Historically UK raises 75 tax revenue centrally and 25 public expenditure is by Local Government

bull June 2014 George Osborne made lsquoNorthern Powerhousersquo speech

bull Central UK Government to devolve powers and budgets to willing regions including tax raising powers

bull Greater Manchester first to strike deal with Treasury in November 2014

73

74

UKrsquos combined authorities

A list of UK combined authorities

bull Greater Manchester Combined Authority ndash 2011

bull Sheffield City Region Combined Authority ndash 2014

bull North East Combined Authority ndash 2014

bull Liverpool City Region Combined Authority ndash 2014

bull West Yorkshire Combined Authority ndash 2014

bull West Midlands Combined Authority ndash 2016

75

Greater Manchester combined authority

Population 28m Health and Social budget pound6bn 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

bull Have signed a proposed devolution agreement to drive economic growth and bring investment to the North East

bull Not until early 2016 will decide to formally approve the proposed devolution agreement

78

Greater Manchesterrsquos devolution

New powers gained through devolution Variable business rates setting powers More control of transport New planning powers pound300m for housing resulting in 15000 new homes being built over the next decade More funding to get 50000 people back into work More budget to support local businesses

Will also control long-term health and social care spending with budget of pound6bn for 201617

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 commissionerrsquos 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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

74

UKrsquos combined authorities

A list of UK combined authorities

bull Greater Manchester Combined Authority ndash 2011

bull Sheffield City Region Combined Authority ndash 2014

bull North East Combined Authority ndash 2014

bull Liverpool City Region Combined Authority ndash 2014

bull West Yorkshire Combined Authority ndash 2014

bull West Midlands Combined Authority ndash 2016

75

Greater Manchester combined authority

Population 28m Health and Social budget pound6bn 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

bull Have signed a proposed devolution agreement to drive economic growth and bring investment to the North East

bull Not until early 2016 will decide to formally approve the proposed devolution agreement

78

Greater Manchesterrsquos devolution

New powers gained through devolution Variable business rates setting powers More control of transport New planning powers pound300m for housing resulting in 15000 new homes being built over the next decade More funding to get 50000 people back into work More budget to support local businesses

Will also control long-term health and social care spending with budget of pound6bn for 201617

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 commissionerrsquos 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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

UKrsquos combined authorities

A list of UK combined authorities

bull Greater Manchester Combined Authority ndash 2011

bull Sheffield City Region Combined Authority ndash 2014

bull North East Combined Authority ndash 2014

bull Liverpool City Region Combined Authority ndash 2014

bull West Yorkshire Combined Authority ndash 2014

bull West Midlands Combined Authority ndash 2016

75

Greater Manchester combined authority

Population 28m Health and Social budget pound6bn 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

bull Have signed a proposed devolution agreement to drive economic growth and bring investment to the North East

bull Not until early 2016 will decide to formally approve the proposed devolution agreement

78

Greater Manchesterrsquos devolution

New powers gained through devolution Variable business rates setting powers More control of transport New planning powers pound300m for housing resulting in 15000 new homes being built over the next decade More funding to get 50000 people back into work More budget to support local businesses

Will also control long-term health and social care spending with budget of pound6bn for 201617

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 commissionerrsquos 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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

Greater Manchester combined authority

Population 28m Health and Social budget pound6bn 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

bull Have signed a proposed devolution agreement to drive economic growth and bring investment to the North East

bull Not until early 2016 will decide to formally approve the proposed devolution agreement

78

Greater Manchesterrsquos devolution

New powers gained through devolution Variable business rates setting powers More control of transport New planning powers pound300m for housing resulting in 15000 new homes being built over the next decade More funding to get 50000 people back into work More budget to support local businesses

Will also control long-term health and social care spending with budget of pound6bn for 201617

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 commissionerrsquos 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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

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

bull Have signed a proposed devolution agreement to drive economic growth and bring investment to the North East

bull Not until early 2016 will decide to formally approve the proposed devolution agreement

78

Greater Manchesterrsquos devolution

New powers gained through devolution Variable business rates setting powers More control of transport New planning powers pound300m for housing resulting in 15000 new homes being built over the next decade More funding to get 50000 people back into work More budget to support local businesses

Will also control long-term health and social care spending with budget of pound6bn for 201617

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 commissionerrsquos 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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

North East combined authority

Councils in the NE making slow progress

bull Have signed a proposed devolution agreement to drive economic growth and bring investment to the North East

bull Not until early 2016 will decide to formally approve the proposed devolution agreement

78

Greater Manchesterrsquos devolution

New powers gained through devolution Variable business rates setting powers More control of transport New planning powers pound300m for housing resulting in 15000 new homes being built over the next decade More funding to get 50000 people back into work More budget to support local businesses

Will also control long-term health and social care spending with budget of pound6bn for 201617

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 commissionerrsquos 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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

Greater Manchesterrsquos devolution

New powers gained through devolution Variable business rates setting powers More control of transport New planning powers pound300m for housing resulting in 15000 new homes being built over the next decade More funding to get 50000 people back into work More budget to support local businesses

Will also control long-term health and social care spending with budget of pound6bn for 201617

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 commissionerrsquos 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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

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 commissionerrsquos 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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

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 inout of Manchester Many legacy systems in place Complex financial management Managing the finances and risk Politics cultural change (we donrsquot 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 servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

Information sharing challenges

Currently patient information is shared freely between NHS servicesbull Health record information includes

Treatments received Allergy information Medicines and reactions Long-term conditions Lifestyle information Personal data Hospital and consultation notes and records

bull Anonymous information can be collected to Determine how well a hospital is performing Track the spreadrisk 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

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

The citizen identity a fundamental challenge

There is currently no systematic Identity linking of citizens across NHS and Local Authorities

bull Social care organisations will have to adopt NHS number

bull 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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

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 eg 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 thatrsquos 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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

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 customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

The 7 priorities for digital transformation

86

Put your customerat the heart ofeverything you do interms of tacklingdevolution

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

Design thinking ndash forget about waterfall

87

Empathise with your citizens

Definethe citizen

needs

GenerateIdeas with

your citizens

Prototype with your citizens

Test with your citizens

Get underthe skin of youraudience Understandtheir problems and real pain points

Capture and document what the users needs are and their insight

Brainstorm ideascollaboratecollaborate andcollaborate

Build a representationof the solution onpaper or PowerPointsMock-ups

Share your ideas prototypes with your users

Circa 2 weeks maximum period ndash A disruptive approach to design

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

Business model canvas - Alexander Osterwalder

88

Revenue estimates

Size of Market 24372 schools (including independent)

Problem

bull Spend visibility in schools for LArsquos complex

bull Reducing DFE budgets (pound1B)

bull Greater scrutiny of school spend by DfE

bull Working in Excel spreadsheets

bull SIMS functionality not great

bull Schools islands of information

bull Not much money in schools for IT

Solution

bull Cloud for Planning

bull HANA Analytics for LArsquos and DFE

Unique valueproposition

bull 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

bull Great simple technology

Unfair advantage

bull First to market with technology solution C4A and HANA is unique and if priced for mass market will create an unfair advantage

bull Use of the Cloud and Web to circumvent ldquoOrg Ardquo barriers to market entry in education

bull Modern technology without SIMS legacy to deal with

bull Driven through Local Authorities (low resource cost base)

bull Support through Mindtree AMS service offering ndash low cost entry into Education AMS market

bull Local Authority support

Customersegments

bull Local Authorities with SAP

bull Local Authorities without SAP

bull Academies directbull Department for

Education (Mass schools spend analytics)

Key metrics

bull Budgetbull Actualsbull Forecastbull Spend

analytics

Cost structure

bull Implementation of generic template poundbull Ongoing support arrangements c10 per LA Authority

gross sales of Licenses

SAP C4A4P License fee bull poundxxxx per school bursar (s) per annumbull poundxxxx per Local Authority Admin officer per annum

A disruptive way to justify Action - less is morehellip

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

Devolution architecture ndash you will need it

89

Donrsquot tackle digital transformation without a As-Is and To-Be Business services architecture and donrsquot take 3 months to build one either

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

Ideas for devolution ndash create a simple roadmap

90

Multichannel access (Employees Business partner)SAP UI5 Portal

SAP ERP S4HANAFinance and PlanningldquoSingle finance and

planningrdquo

Customer Service and Sales

Management SAP CRM C4C

ldquoSingle platform for all citizen engagementrdquo

SAP HANA Real Time DatabaseldquoOne single real time DB and ETL layer

Commoditised StorageOne single cheap storage container

SAP HANA Application andAnalytics plus integration layer and ETL

ProcurementSAP Ariba

ldquoSingle market place

for P2Prdquo

Human ResourcesSAP Successfactors

ldquoSingle HR platformrdquo

CommerceSAP Hybris

ldquoSingle commerce

and marketing platformrdquo

Hadoop clusterArchivingand IoT Acquisition Layer

SAP BI SuiteAnalytics and ReportingldquoSuite of tools for all BI

needsrdquo

Cloud

SAP HANA Cloud IntegrationldquoIntegration platform for

Hybrid architecture integrationrdquo

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

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 itrsquos 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 Donrsquot start your IT evolution without an Enterprise Architecture in place Must have a roadmap Leave your legacy behind donrsquot 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 ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

Case studies and insights

92

Case studies and insights

Case studies Surrey County Council improves efficiencies for remote workers with SAP Fiori ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

Case studies and insights

Case studies Surrey County Council improves efficiencies for remote workers with SAP Fiori ndash

Read Barnsley Council digitally transforms service operations with SAPUI5 applications -

Read

Insights What will Councils do with devolution ndash Read How can local councils invest in the connected workforce ndash Read Countering the citizen revolution how Local Councils should put customers first ndash

Read Citizen revolution How local councils can use predictive analytics to help citizens ndash

Read

93

• Delivering Digital Devolution in Local Authorities
• Contents
• Transforming Government to digitalDanny Van Heck GM EMEA Public Services SAP
• The digital value network
• The world is changing quickly
• Something interesting and laquo digital disruption raquo everywhere
• 10 years later what would surprise you the most hellip
• Video ndash Buenos Aires
• Staying dry with help from SAPreg solutions
• Why digital for Government
• Government needs to adapt rapidly to a digital world
• Why digital for Government
• SAPrsquos core digital framework
• SAP S4HANA a real-time platform at the core of the digital platform
• Transform business processes
• Video ndash City of Boston
• SAP HANA ndash Next generation platform
• SAP S4HANA - Rethinking IT
• SAP S4HANA the next-generation platform AND business suite
• SAP S4HANA the next-generation platform AND business suite
• HANA The next generation platform and business suite
• Combining Transactions and Analytics on one common In-Memory-Platform
• SAP S4HANA Finance example
• Initiatives
• Initiatives
• Initiatives
• Video ndash Hamburg Port Authority
• HPA Doubling cargo handling capacity with optimised logistics using SAP HANAreg Cloud Platform
• Building modern digital services Ross Maude Chief Enterprise Architect Cardiff County Council
• Background
• Slide Number 31
• Slide Number 32
• Slide Number 33
• Slide Number 34
• Challenge
• Slide Number 36
• Slide Number 37
• Digital services
• Digitising services DVLA car tax example
• Housing repairs process manual
• Housing repairs process manual
• Housing repairs integration
• Application design
• Housing repairs video
• Slide Number 45
• Slide Number 46
• Digital Devolution How Barnsley MBC is stepping up to the challenge Chantele Smith Developer and Project Manager Barnsley MBC
• Agenda
• BMBSrsquos key challenges
• How BMBC is meeting these challenges
• Example 1 ndash Barnsley Financial Services
• Real business benefits
• Real end-customer benefits
• Examples 2 ndash Bernslai Homes
• Real business benefit
• Real business benefits
• Surrey County Councilrsquos rapid delivery of HR self-service Tahiana Jefferis Application Portfolio Manager ERP Surrey County Council
• Agenda
• Overview
• Overview
• Project overview
• Business case
• Project details
• Highlights of out approach
• Highlights of out approach continues
• Rapid time-to-value and TCITCO
• Key challenges and success factors
• Key challenges and success factors (cont)
• Actual business benefits achieved
• The future
• Devolution and the digital mindset ndash the need for changing behaviorsAndrew Gunn Director Public Sector Bluefin Solutions
• Agenda
• Devolution
• Slide Number 74
• UKrsquos combined authorities
• Greater Manchester combined authority
• North East combined authority
• North East combined authority
• Greater Manchesterrsquos devolution
• GMC Health and Social Care
• Typical challenges to face with devolution
• Information sharing challenges
• The citizen identity a fundamental challenge
• A change in mindset is required
• Why change your mindset
• The 7 priorities for digital transformation
• Design thinking ndash forget about waterfall
• Business model canvas - Alexander Osterwalder
• Devolution architecture ndash you will need it
• Ideas for devolution ndash create a simple roadmap
• Key take aways
• Case studies and insights
• Case studies and insights
• Slide Number 94