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 • Presentation followed by questions and coffee • Opportunity to talk to members of the team • Forms for collecting questions
Supplier Engagement - agenda • Context, background, strategic intent • ICT Strategy & Procurement process • Approach and detail • Qs & As
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
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 • 9,500 staff (3,500 users) plus schools • £44m savings in 2011/12 • Technology as driver for improvement • Geographical, policy and financial challenges
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 2012Partners • CCC – leading, facilitating, shaping • Our partners – • schools (CLEO) • District Councils • NHS Cumbria • Cumbria Constabulary
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 Council Alan Ratcliffe Assistant Director Improvement
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 • Improving Access – users and staff • Managing and using Information effectively • Enhancing Mobility through technology • Architecture – putting the jigsaw together
ICT Strategy – Key Programmes • Customer insight and access • Smart working • Integration • Business intelligence • Technology
ICT Strategy – Delivery • CCC • ICT Client Team • Supplier(s) • Partner(s)
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
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
Cumbria County Council Alan Cook Senior Manager Corporate Information
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
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) • 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
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) • 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 • 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 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 • 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 • 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 • Is the timescale achievable? • How many bidders? • How many stages? • How committed are the other organisations? • Joint or several lots?
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 • www.thechest.nwce.gov.uk • Contact us: firstname.lastname@example.org Questions and answers will be published at: • www.cumbria.gov.uk/business/council.asp