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Cumbria County Council. ICT Beyond 2012 Supplier Engagement Event W E L C O M E. Cumbria County Council. Jim Savege Corporate Director Organisational Development . Housekeeping. Fire drill at 9.30 Fire exit behind the screens and collect in the car park Toilets by reception

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Cumbria county council

Cumbria County Council

ICT Beyond 2012

Supplier Engagement Event

W E L C O M E


Cumbria county council1

Cumbria County Council

Jim Savege

Corporate Director

Organisational Development


Housekeeping

Housekeeping

  • Fire drill at 9.30

  • Fire exit behind the screens and collect in the car park

  • Toilets by reception

  • Presentation followed by questions and coffee

  • Opportunity to talk to members of the team

  • Forms for collecting questions


Supplier engagement agenda

Supplier Engagement - agenda

  • Context, background, strategic intent

  • ICT Strategy & Procurement process

  • Approach and detail

  • Qs & As


Ict beyond 2012 context

ICT Beyond 2012 - Context

  • Cumbria County Council – size, scope, ambition

  • Partners, shared services and communities – who we are working with

  • ICT Provision & Accessible Cumbria – a parallel approach


Cumbria a county of contrasts

Cumbria – a county of contrasts


Cumbria county council

SIZE MATTERS

1.Greater London - 100%

4.Buckinghamshire - 95%

3.Bedfordshire - 90%

2.Hertfordshire - 85%

7.Hampshire - 80%

5.Oxfordshire - 60%

8.Surrey - 40%

11.Cambridgeshire - 30%

10.Essex - 15%

6.Berkshire - 10%

9.Kent - 5%


Ict beyond 2012 cumbria county council

ICT Beyond 2012 Cumbria County Council

  • 9,500 staff (3,500 users) plus schools

  • £44m savings in 2011/12

  • Technology as driver for improvement

  • Geographical, policy and financial challenges


Cumbria county council

ICT Beyond 2012 CCC background

  • ICT outsourced 2005

  • Managed service contract expires March 2012

  • Service improvement and investment

  • New ICT strategy

  • Different approach from 2012


Ict beyond 2012 partners

ICT Beyond 2012Partners

  • CCC – leading, facilitating, shaping

  • Our partners –

    • schools (CLEO)

    • District Councils

    • NHS Cumbria

    • Cumbria Constabulary


Ict the wider agenda

ICT – The Wider agenda

ICT Provision

- bundle/tower approach

- underpins service delivery and organisational efficiency

Accessible Cumbria

  • Superfast broadband: national pilot

  • Use of network infrastructure


Cumbria county council2

Cumbria County Council

Alan Ratcliffe

Assistant Director Improvement


Ict strategy our plans

ICT Strategy – our plans

  • Build on investment made: core systems and estate

  • Greater use of emerging technology: drive to do more

  • Ambitious but achievable


Ict strategy principles

ICT Strategy – principles

  • Improving Access – users and staff

  • Managing and using Information effectively

  • Enhancing Mobility through technology

  • Architecture – putting the jigsaw together


Ict strategy key programmes

ICT Strategy – Key Programmes

  • Customer insight and access

  • Smart working

  • Integration

  • Business intelligence

  • Technology


Ict strategy delivery

ICT Strategy – Delivery

  • CCC

  • ICT Client Team

  • Supplier(s)

  • Partner(s)


Ict beyond 2012 procurement

ICT Beyond 2012 - procurement

  • CCC welcome comments/views

  • ICT Provision and Accessible Cumbria – parallel process

  • Strong track record of partnerships

  • Procurement process and resources designed to deliver

  • Aligned to Council Plan and key outcomes


Indicative procurement timetable

Indicative Procurement Timetable


Ict beyond 2012 contracting principles

ICT Beyond 2012 Contracting Principles

  • Year on year efficiency savings

  • Clear specifications and pricing

  • Sector benchmarking

  • Working Better Together

  • Continuous Improvement

    These are our MINIMUM expectations


But does it matter

But does it matter?


Cumbria county council3

Cumbria County Council

Alan Cook

Senior Manager Corporate Information


The basic principles

The Basic Principles

  • Service broken into bundles

  • This is the run service for IT

  • New applications will be sourced on a spot price and incorporated into the run service.

  • It incorporates a gap funding model to utilise our public sector network for the advantage of the community.

  • Performance will be measured against four key areas

    • Emphasis on balanced score card across the four elements


A new way to manage the existing service

Applications

Portfolio

Hosting /

Data Centre

Network

Data Centre Network

Network Services

Security Services

Voice Services

Office / Service Location n/w

Storage & Backup

Wide Area Network

Infrastructure Services

Print Fulfilment

Mid-range / Unix /Wintel

A new way to manage the existing service

Potential Sourcing Units and Bundles

ITIL Service Management functions

Business Applications

Infrastructure

Portfolio

Lot 2?

Customer

Services

End User

Computing

Service Desk

Lot 1?

Information Provision

Core Applications

Mail

Non-Core Apps

End-User Applications

Field Support

Service Desk Services

End User Devices

Collaboration

Training Services


Lot 1 provisional

Lot 1 (provisional)

  • Data centre and WAN

    • Potential to provide services to other public bodies

    • Plan to move to a fully virtualised model (the cloud) over the course of the contract.

  • Extended WAN to include schools

    • Utilise the resources of the County Council inc CLEO – potentially through a lease arrangement.

    • Provision of services to communities

    • Provision up to but not including the ports in the building


Accessible cumbria project

BDUK

Funding

Extended WAN using CLEO

A range of options

LA WAN

Accessible Cumbria Project

Public sector

Schools & libraries

Community POP

Community framework?

Gap funding


Lot 2 provisional

Lot 2 (provisional)

  • Business applications

    • Support and development of existing systems

    • Changes purchased on a business case basis

  • End user computing

    • Everything up to and including the front door.

    • Move to virtual desktop computing by the end of the contract at the latest.

    • Refresh plans built on equipment warranty.


Lot 1 and 2

Lot 1 and 2

  • Any bidder can apply for either or both lots

  • PQQ will be assessed based on your stated intention

  • Prime contractor model though open to proposals

  • Service support will be the responsibility of the prime contractor or may be taken in house depending upon the developing model.


A new way of looking at performance

A New Way of Looking at Performance

Four Areas

  • Move away from traditional performance

  • Balance scorecard is a basket of objective and subjective measures to reflect a sophisticated approach to contract performance

Delivering resilient dependable services which our users can depend on

Transforming our services and delivering constant improved infrastructure

Creating one team with the client to set the contract up for success

Driving out efficiency reducing annual ICT revenue costs by x% per year


Performance via balanced scorecard

Performance via Balanced Scorecard

  • Each quadrant will have objective and subjective measures

  • The intention is not to penalise but to incentivise. Measurable service improvements preferred to cash back.

  • Looking for innovation that drives service cost reduction

  • Client accesses performance information directly through joint service desk app.

  • Knowledgeable client with the expertise to constructively challenge all proposals by the contractor.


The knowledgeable client

The Knowledgeable Client

  • Accountable for the enterprise architecture but will work with us on all innovations

  • Systems architects and subject experts who can constructively challenge the service improvement plans of the contractor

  • Project managers and business managers who own the client relationship with the County Council

  • Risk reward approach to innovation and cost saving


Questions and answers

Questions and Answers

  • Is the timescale achievable?

  • How many bidders?

  • How many stages?

  • How committed are the other organisations?

  • Joint or several lots?


Questions and answers1

Questions and Answers

  • How will we evaluate bids?

  • How will bidders register and receive documentation?

  • How will bidders raise qu’s and how will CCC communicate responses?


Contact details

Contact details

  • www.thechest.nwce.gov.uk

  • Contact us:

    [email protected]

    Questions and answers will be published at:

  • www.cumbria.gov.uk/business/council.asp


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